TCE Outdoor Leadership Level 3 Notes

These are the 20 revision notes inside the TCE Outdoor Leadership Mastery Pack. Open any note to see what it covers before you buy.

1. The outdoor leader's role and the leadership continuum: autocratic, democratic and abdicratic stylesUnit 2 · Leadership Theory (Section A)

   Role of the leader; leadership continuum

2. Conditional Outdoor Leadership Theory (COLT): task and relationship orientation under favourable and unfavourable conditionsUnit 2 · Leadership Theory (Section A)

   Conditional Outdoor Leadership Theory

3. Situational leadership (readiness and directive/supportive behaviour) and Fiedler's contingency modelUnit 2 · Leadership Theory (Section A)

   Situational and contingency leadership

4. Transactional versus transformational leadership, with servant and feminist leadership as alternativesUnit 2 · Leadership Theory (Section A)

   Transactional, transformational and other theories

5. Writing Section A: applying and comparing two theories in a scenario without 'solving' itUnit 2 · Leadership Theory (Section A)

   The Section A comparative essay

6. Attributes of effective leaders, core competencies, sources of power and hard, soft and meta skillsUnit 2 · Leadership Qualities and Approaches (Section B)

   Attributes, competencies and skills

7. Group- and task-oriented leadership: SMART goals, group versus individual goals and the leader's roleUnit 2 · Leadership Qualities and Approaches (Section B)

   Goal setting

8. Equity issues in outdoor leadership: equity versus equality and inclusive strategiesUnit 2 · Leadership Qualities and Approaches (Section B)

   Equity in leadership

9. Decision-making models (rational, DECIDE, naturalistic, creative) and experience-based judgementUnit 2 · Leadership Qualities and Approaches (Section B)

   Decision making

10. Facilitating reflection: why leaders use it and how journals, dyads, solos and group debriefs workUnit 2 · Leadership Qualities and Approaches (Section B)

    Reflection techniques

11. Risk management: hazards, causal factors, real/perceived/absolute risk and risk analysis plansUnit 1 · Planning for Outdoor Activities (Section B context)

    Risk management

12. Preventing and managing emergencies: GO PREPARE, AAAS, off-campus procedures and adaptive leadershipUnit 1 · Planning for Outdoor Activities (Section B context)

    Emergencies, standards and planning

13. Individual, group and task needs: applying Maslow's Hierarchy of Needs on an outdoor tripUnit 3 · Group Management (Section C)

    Needs

14. Tuckman's stages of group formation and leader techniques for each stageUnit 3 · Group Management (Section C)

    Group formation

15. The five conflict-resolution techniques: choosing appropriate and less appropriate strategiesUnit 3 · Group Management (Section C)

    Conflict resolution

16. Communication channels, one-way and two-way communication, noise, overload, facilitation and listeningUnit 3 · Group Management (Section C)

    Communication and its barriers

17. Values for nature, the values–attitudes–beliefs link and anthropocentric, biocentric and ecocentric worldviewsUnit 5 · Human–Nature Relationships (Section D)

    Values, attitudes and worldviews

18. Sense of place and space, Tasmanian Aboriginal connection to Country and changing interactions over timeUnit 5 · Human–Nature Relationships (Section D)

    Sense of place and Aboriginal connection to Country

19. Peter Martin's Signposts to Nature, technology, and how leaders design activities for nature connectionUnit 5 · Human–Nature Relationships (Section D)

    Signposts to Nature and facilitating connection

20. Tasmanian wilderness issues, stakeholders and management strategies — and writing the Section D essayUnit 4 · Ecological Sustainability and wilderness threats (Section D)

    Threats, stakeholders and management