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The CMI Level 7 Extended Diploma in Strategic Management and Leadership Practice designed for individuals desiring to develop strategic management and leadership practices who will have the knowledge, skills and behaviours to drive business activities in a senior, regional, specialist, director or CEO management and leadership role.
This course will give you the expertise and significantly improve your ability to implement fundamental management and leadership models within an organisation’s strategic framework.
The CMI Level 7 Extended Diploma contains a range of units that reflect the tasks and activities required by managers in roles such as senior managers, regional management, and specialist managers who are accountable to a senior manager or business owner.
The Level 7 Extended Diploma in Strategic Management and Leadership Practice has an all-inclusive structure which will give you all the necessary skills and competencies to become a competent manager at the senior management level.
Studying for a CMI qualification offers you more than just academic standing. When you enrol with us for the CMI Level 7 Extended Diploma in Strategic Management and Leadership Practice, you will have access to CMI Membership and Support for the duration of your study alongside your qualification.
The course is designed for senior managers, heads of department, regional managers, directors, business owners, and aspiring executives who want to strengthen their strategic leadership skills and prepare for more senior organisational responsibilities.
This qualification is ideal for experienced professionals with significant management responsibilities who are responsible for leading teams, departments, or business functions. It also provides an excellent foundation for those wishing to progress towards Chartered Manager (CMgr) status, subject to meeting the relevant CMI requirements.
CMI graduates achieve remarkable things:
Full access for 18 months from enrolment.
The CMI Level 7 Extended Diploma in Strategic Management and Leadership Practice is designed for senior managers and executives who want to develop advanced strategic management and leadership expertise to lead at the highest organisational level.
CMI (the Chartered Management Institute) is the UK's only chartered professional body focused exclusively on management and leadership. CMI sets the benchmark for management practice, and its qualifications are approved and regulated by Ofqual.
CMI qualifications run from Level 3 up to Level 8, offering a clear progression route from first-line management to senior strategic leadership. Learners also gain professional CMI membership and the opportunity to work towards Chartered Manager status — a distinction only a small proportion of UK managers hold.
Key reasons to choose CMI Qualifications:
Chartered Manager (CMgr) is the highest accolade in the management profession — awarded only by CMI. Completing this Diploma doesn't just earn you a qualification; it unlocks CMI's Fast Track assessment route to becoming Chartered.
Note: at Level 5 or 6, a full Diploma or Extended Diploma is required — at Level 7 or 8, a Certificate also qualifies.
The Fast Track route builds on your completed CMI qualification, providing an accelerated assessment that takes your prior learning with CMI into account. On success, you'll be issued a digital Chartered Manager certificate and can use the letters CMgr after your name.
Chartered Manager status is awarded by the Chartered Management Institute, subject to eligibility and successful completion of CMI's assessment process. Assessment and membership fees are payable directly to CMI and are separate from SBTL course fees. Eligibility criteria are set by CMI and may change.
To enrol in the CMI Level 7 Extended Diploma in Strategic Management and Leadership Practice, learners must meet the following entry requirements.
Be 18 years of age and over.
A previous Level 6 qualification or relevant management experience is required.
Possess the ability to complete the Level 7 course.
The course is offered in English. You must possess considerable competency in English.
For each module you study, you will complete a written assignment of approximately 3500–4,500 words and submit it online via your MyLearnDirect learning portal. The guideline word count for units within this qualification varies depending on the size and content of the unit, thus we kindly ask you to refer to your assessment brief and guidelines for each unit.
We have a range of units available for this CMI Level 7 qualification, and you can select the units depending on your career goals and progression following the rules of combination.
Rules of Combination
Learners must request before enrolment to interchange unit(s) other than the preselected units shown in the SBTL website because we need to make sure the availability of learning materials for the requested unit(s). SBTL will reject an application if the learning materials for the requested interchange unit(s) are unavailable.
Aims of unit
Effective strategic leadership is a catalyst for organisational success. Leaders have to be knowledgeable, creative, agile and resilient to respond to organisational need in the contemporary workplace.The aim of this unit is to equip leaders with an in-depth understanding of strategic leadership within an organizational context. Leaders will explore the complexities of the role and the theoretical perspectives,approaches, behaviours and skills which can enhance their professional practice. The unit focuses on the leader’s ability to respond creatively to complex organisational challenges and understand how to set and deliver sustainable strategic goals.
Learning Outcomes:
Aims of unit
The ability to optimise performance through the leadership and development of people is fundamental for leaders who wish to achieve and maximise organisational outcomes. Organisational success begins by placing the needs of people at the heart of the organization and through the creation of a culture which enables sustained organisational performance.
The aim of this unit is for leaders to develop an in-depth understanding of how to effectively lead and develop people. They will explore the influence and impact of leadership theories, culture, wellbeing, development and design,policy and strategy that can be used creatively within the leadership role. Ultimately, leaders will have the opportunity to propose a leadership and development strategy. The aim of which values people whilst optimising an organisation’s performance.
Learning Outcomes:
Aims of unit
Collaboration and partnerships can have a huge impact on organisational success. These arrangements (formal or informal) can result in increased profitability and productivity as well as the development and delivery of new products and services. Collaboration and partnerships can turn ideas into reality, enhancing opportunities for innovation and creativity, research and development. Increasingly, collaboration and partnership working are required to be successful in gaining a bid or tender.
The aim of the unit is for leaders to understand collaborative and partnership arrangements. Leaders will critically assess the scope and value of these, as well as evaluating the impact of organisational and legal frameworks on how these arrangements are delivered.Theunit culminates in the requirement for the leader to present a rationale for collaboration or partnerships to further an organisation’s success.
Learning Outcomes:
Aims of unit
The aim of this unit is to enable leaders to know how to develop and influence an organisation’s strategic direction through the development of a meaningful strategy. To support this outcome, leaders will critique the factors which drive the development of organisational strategy and appraise approaches to successfully develop strategy. The unit culminates in leaders developing an organisationalstrategytoachieveabusinessgoal.Tocomplementthisactivity, leaders will propose an approach to implement and monitor the strategy developed to ensure its sustained success.
Learning Outcomes:
Aims of unit
Leaders must be able to navigate an organization through strategic change. This will optimize an organisation’s ability to remain competitive, react to the needs and expectations of stakeholders and respond to changing national and international markets.
The aim of this unit is for leaders to understand the scope, context and complexity of leading strategic change. Leaders will understand how the application of analytical techniques, theories and models of change, and creative problem-solving can be used to equip them to lead strategic change with confidence. The unit culminates in giving leaders the opportunity to develop a proposal to lead a strategic change.
Learning Outcomes:
Aims of unit
Practicing leaders must have an understanding of the Finance function to be an effective decision maker within their role. Finance impacts on all aspects of an organization and has a profound influence on the development and achievement of strategic objectives. The aim of this unit is to provide leaders with an understanding of the scope, complexity and role of Finance within an organizational context. Leaders will know how to critically assess methods for analyzing financial data and information required to make strategic decisions. Ultimately, the aim of this unit is to equip leaders to be more confident in their understanding of the Finance function.
Learning Outcomes:
Aims of unit
Organisational design and development impacts on an organisation’sability to respond to new and emerging markets,changing work patterns, new technologies and the ability to respond to the needs and expectations of stakeholders. Ultimately, organizational design and development is critical to an organisation’s sustained success. The aim of this unit is to enable leaders to understand the relationship between organizational design and development and the achievement of strategic objectives. Leaders will understand the impact of current and emerging factors which influence the need for agile and adaptive organisations. On successful completion of this unit, leaders will be able to develop a proposal for sustainable organizational design and development to respond to current and emerging needs.
Learning Outcomes:
Aims of unit
The ability to effectively lead strategic risk management is essential to safeguard an organisation’s prosperity and reputation.Ultimately, leaders must know how to develop and lead risk management in a manner that not only reacts to organizational needs but contributes to organisational success. The aim of this unit is for leaders to develop an in-depth understanding of strategic risk management.Leaders will critically appraise strategic risk within an organizational context.They will assess strategies for risk management and the leadership skills to lead risk initiatives successfully. Ultimately, leaders will be given the opportunity to develop a framework to deliver a risk strategy in an organizational context.
Learning Outcomes:
Aims of unit
The use of strategic data and information supports leaders to make complex decisions and judgments which will ultimately enable an organization to achieve its objectives.Given the complexities of this topic, understanding how data and information can be applied strategically is an essential leadership attribute. The aims of this unit are for leaders to see strategic management of data and information as an opportunity rather than a challenge. Leaders will understand the strategic value and use of data and information and will critique strategies for its effective management. The unit culminates in the opportunity to develop a strategy to improve the use of data and information in a strategic organizational context.
Learning Outcomes:
Aims of unit
Strategic marketing practice requires the ability to respond rapidly to ever-changing markets through the development of a marketing strategy, which is a plan of action designed to promote and sell products or services. Whilst leaders may already be familiar with basic marketing concepts, it is essential to maintain pace with change especially with regard to developments in data and information management, social and technological change. The aim of this unit is to enable leaders to understand the context in which a marketing strategy is developed. Leaders will appraise theoretical frameworks and processes which inform strategic marketing. They will have the opportunity to reflect on the interrelationship between marketing and an organisation’s strategic aims along with the opportunities and impact of digital marketing. Ultimately, leaders will consider how to develop a marketing strategy, which will enable organizational success.
Learning Outcomes:
Aims of unit
Entrepreneurial practice is a multi-dimensional concept. To some it is simply the pursuit of an opportunity; to others it could be an innovative business start-up, an invention or re-invention of a product, service or a process or the development of solutions to social, cultural or environmental issues. At its core entrepreneurial ism or entrepreneurial action is a mind-set. Entrepreneurial practice covers several different perspectives; economic, management, sociology and psychology. The aim of this unit is to enable leaders to explore the principles of entrepreneurial practise, understand the different contexts in which entrepreneurship can flourish and the characteristics of entrepreneurial leadership.
Learning Outcomes:
Aims of unit
A fundamental part of a leader’s role is to develop and lead strategic management projects. Tailored to the long-term aims of the organisation, projects may focus on opportunities for organizational growth, development or the management of change. Projects may explore identified problems or weaknesses. They may be designed to create dynamic new opportunities in the competitive marketplace, explore new ways of working or build capabilities. Ultimately a strategic management project should add value to the organisation. The aim of this unit is for leaders to undertake a strategic management project of their own choosing. To achieve this outcome leaders will develop a business case, propose research design to inform the project’s direction and recommend project management methods and tools to structure the delivery of the project. Leaders will report on project outcomes and reflect on the skills and behaviours which ultimately influence the success of the strategic management project.
Learning Outcomes:
Aims of unit
Undertaking meaningful research can unlock solutions to complex organizational problems. It can also enable new opportunities to be explored, which impacts on the development of new products, services and support for customers and stakeholders. The aim of this unit is to enable strategic leaders to develop an evidence-based understanding of applied research methods and the ways research can be conducted scientifically, ethically and legally in an organizational context. The unit will support strategic leaders to become producers of applied research, with the ability to generate new knowledge, based on the practical challenges of the workplace. The aim is to facilitate strategic decision making, and ultimately add value to the organisation.
Learning Outcomes:
Aims of unit
In a globalised, high-tech, fast paced and unpredictable world, strategic leaders must prioritise personal and professional development. This will enable them to keep pace with developments in strategic and operational practice and equip them to respond effectively to organizational and societal change. The aim of this unit is to support leaders to understand approaches to personal and professional development. Leaders will critically reflect on the interrelationship between the skillset and mindset to develop as a strategic leader. Vitally leaders will reflect on their own personal, interpersonal and professional competencies and behaviours to lead strategically. The opportunity for leaders to reflect on their own performance will equip them to develop a meaningful personal and professional development plan.
Learning Outcomes:
Aims of unit
There is a moral, financial and legal business case for excellent practice in equality, diversity and inclusion in an organizational context. Ensuring it is led effectively at a strategic level requires knowledge, understanding, skills, behaviours and tenacity to keep pace with the momentum of change. Strategically, equality, diversity and inclusion matters. An understanding of the topic not only impacts on the success of strategic objectives but it mitigates risk and enables a culture of support and well being to thrive. The aim of this unit is to enable leaders to develop an in-depth understanding of equality, diversity and inclusion at a strategic level. Leaders will have the opportunity to critically assess structural inequality within an organizational and societal context. They will discuss approaches to comply with legal and good practice requirements and to appraise the influence of equality, diversity and inclusion on strategic objectives. The unit culminates in leaders being given the opportunity to develop strategic priorities for equality, diversity and inclusion
Learning Outcomes:
Aims of unit
Strategies for mental health and wellbeing must be a priority for all organizations seeking to improve their productivity, capability, reputation and quality of outcomes. Prioritising mental health and well being in the work place is rapidly gaining traction through political and social campaigning. People are challenging the ‘always-on’24/7culture, and the term ‘work-life’ balance is emerging as a requirement, rather than an aspiration. The aim of the unit is for leaders to understand the impact of mental health and wellbeing on organizational performance. Leaders will critically assess the complexities of managing well being and will appraise contemporary approaches for the creation of healthy work systems. The unit culminates in leaders being given the opportunity to propose a series of recommendations to create and sustain a positive culture of mental health and wellbeing within an organizational context.
Learning Outcomes:
Develop knowledge and skills in procurement, purchasing, and contracting processes to support effective supplier management and commercial decision-making.
Aims of unit
Corporate Social Responsibility (CSR) and sustainability are topics keenly related to organizational accountability. Definitions and approaches taken to manage and lead CSR and sustainability vary according to the type and purpose of an organization and its governance. Approaches typically include the development of aims and objectives, policy and strategy, with the intent to address the impact of an organisation’s activity on society, the environment and a commitment to ethical and responsible conduct. The aim of this unit is to enable professional managers and leaders to understand CSR and sustainability in an organizational context. They will assess the enablers, constraints and barriers to its success, present a case for organizational engagement, identify approaches for its implementation and ultimately, identify strategies to gain on going stakeholder commitment.
Learning Outcomes:
Aims of unit
Effective quality management is critical to meeting stakeholder needs and expectations, developing trust and reputation. It impacts on profitability, processes and procedures and the achievement of strategic objectives.
Quality is not something that occurs by chance. It is reliant on strategic and operational planning and the commitment and drive by professional managers, leaders, teams and individuals to make it a success.
The aim of this unit is to enable professional managers and leaders to understand the rationale and approaches to quality management. Critically, the unit focuses on how quality and continuous improvement can be instilled into all aspects of working practice.
Learning Outcomes:
Aims of unit
The principles laid down in organisational, corporate, functional and departmental policies have a direct bearing on the daily activities of an organisation’s workforce.Policy focuses on the activities which are of critical importance to an organisation.Policies can be used to set strategic direction. Policies also set expectations about the behaviours and values required by staff to work ethically and professionally within their roles and when representing the organisation.
Policy writing is an art form which requires great skill.An in-depth understanding of the context in which policy is developed, the factors which drive the need for policy, and crucially, the influence of stakeholders in policy development is required to write effective policies.
The aim of the unit is to enable professional managers and leaders to take a fresh look at the role policy plays within an organisation, know how policy can be developed and ultimately, cascaded successfully to its intended audience.
Learning Outcomes:
Aims of unit
Coaching is a powerful learning and development tool. Used effectively, it is able to optimize individual and team performance and the achievement of organizational goals. Coaching has rapidly become an essential leadership tool.It enables the professional manager and leader to support, motivate and empower individuals and teams in a conversational and insightful way. This contrasts with and complements the use of traditional directive leadership approaches.
This unit focuses on these specific coaching skills, techniques and approaches that are required by leaders to develop the knowledge, skills and resourcefulness of individuals.It focuses on the benefits and types of coaching used by leaders in different contexts and how the application of coaching impacts in the organisational environment.
A key part of this unit is for leaders to critically reflect on their own ability to coach individuals and identify opportunities for improvement. In order to achieve this, learners will need to use coaching skills in their leadership practice.
Learning Outcomes:
Aims of unit
The ability to make ethical decisions under pressure is a fundamental requirement of a professional manager and leader.Ethical decision making is not easy, especially when decisions are under the spotlight of stakeholder opinion, constrained by organisational, legal and regulatory requirements, where ambiguity exists, where risks are high or where the outcome of decisions will be unpopular. All decisions involve some form of value-based judgement and could involve ethical considerations. Whilst mechanistic decision making is the ability to select an action from different alternatives, ethical decision-making focuses on value-based judgements and a wider range of issues that are typically more complicated in nature.
The aim of this unit is to equip professional managers and leaders with the understanding of how to make ethical decisions in different organisational contexts.
Learning Outcomes:
Our online learning gives you the flexibility to study when and where you want, with rich online learning resources and study guides developed by our expert tutors to provide structure, keep you motivated, and strengthen your understanding of the subject.
If you want a high level of structured guidance and support but can't attend scheduled live classes, then online learning is the perfect study method. You study at your own pace and set your own flexible schedule. We are dedicated to offering extensive learning support to simplify your learning journey, so we provide the option to schedule online personal meetings with your tutor at your convenience.
Our simplified online learning facilitates you to achieve high career growth without stress and dilemmas.
We are committed to providing unwavering support throughout your educational journey. Our dedicated support team is a crucial link between tutors and learners, ensuring that guidance, assessment feedback, and additional study assistance are delivered promptly and effectively.
We focus on providing a sophisticated, flexible learning experience. Our courses are designed with 100% online learning so your studies fit around your full-time work and other commitments, letting you study from anywhere, at your own pace.
You'll also get dedicated tutor support, scheduled personal tutor meetings whenever you need them, and access to our Dedicated Support Desk portal to raise queries or request a call back.
Our online learning gives you the flexibility to study when and where you want, with rich online learning resources and study guides developed by our expert tutors to provide structure, keep you motivated, and strengthen your understanding of the subject.
If you want a high level of structured guidance and support without attending scheduled classes, then online learning is the perfect study method for you. You study at your own pace and set your own flexible schedule. Our simplified online learning helps you achieve high career growth without stress and dilemmas.
You can schedule online personal tutor meetings whenever you want, which will help you get the most out of your studies and provide guidance, support and encouragement. When it comes to support, we have a dedicated support desk team so you can raise queries, request tutor support, and ask for a callback whenever you need guidance or assistance.
You will have access to unlimited dedicated tutor support through our centralised Support Desk portal. You can schedule personal tutor meetings whenever needed and raise queries via the MyLearnDirect learning portal at any time.
What are the payment methods?
The fee can be paid in either of the following methods:
Debit Card/Credit Card
PayPal
Bank Transfer
Do you offer a monthly payment plan?
Yes. We offer flexible, low-cost and interest-free payment plans across all our courses and study methods, so you can spread the cost monthly and focus on learning.
Can I interchange the units?
As an approved centre, SBTL preselects the units for each course from those listed in the awarding body's specification, and the preselected units are shown on every course's details page.
If you'd like different units, you must request this before enrolment so we can confirm the learning resources are available. Once enrolment is complete, unit interchange requests can no longer be accommodated.
What are the steps I need to follow once I decide to join you?
What does the allocated tutor provide to me?
What is the difference between Award, Certificate, Diploma or Extended Diploma?
CMI courses come in four different sizes. The size depends on the depth of the qualification and the duration you take to complete it.
CMI is regulated by four regulators: Ofqual in England, CCEA in Northern Ireland, Qualifications Wales, and the Scottish Qualifications Authority (SQA) — meaning all qualifications awarded by CMI are regulated.
Which CMI Management and Leadership course is right for me?
A CMI qualification is the perfect choice if you want to build or advance your career in management. CMI qualifications symbolise a global benchmark for excellence, as CMI is the only Chartered professional body in Management and Leadership. By studying a CMI course, you join a network of over 143,000 members globally, gaining access to the mentoring, support, and globally recognised learning resources that come with CMI membership.
CMI qualifications range from Level 2 to Level 8, with different levels relating to learners' career positions, roles, and responsibilities. Course content is designed to provide the skills and knowledge required for your current and future positions, roles, and responsibilities. Below is a broad overview of the qualifications and the roles they cover.
CMI Level 2
CMI Level 2 in Team Leading is designed for aspiring team leaders who wish to develop their knowledge and team-leading skills.
There are three qualifications in this suite. Choose depending on your goals and needs:
CMI Level 3
Designed for aspiring, supervisory, or first-line managers, offering a broad range of knowledge from team leading to project and resource management.
Three qualifications are available in the CMI Level 3 Principles of Management and Leadership suite:
CMI Levels 4 and 5
CMI Level 4 and Level 5 in Management and Leadership are designed for middle managers, focusing on developing core management skills such as managing resources, decision-making, recruitment, and information management.
For CMI Level 4, there are three qualifications to choose from based on your progression:
For CMI Level 5, there are four qualifications to choose from, based on your progression opportunities and the depth of qualification you need:
CMI Levels 6 and 7
These courses target senior management, specifically developed for those responsible for translating organisational strategy into effective performance.
CMI Level 6 in Professional Management and Leadership Practice is designed for individuals wishing to develop their professional management and leadership practice skills. Three qualifications are available — select one based on your experience and career aspirations:
CMI Level 7 in Strategic Management and Leadership Practice is designed for current or aspiring senior managers looking to develop strategic management and leadership skills to drive business activities and achieve organisational success. Four qualifications are available — choose based on your career progression, goals, and depth of study:
CMI Level 8
CMI is the only organisation offering Level 8, suited to C-level senior managers. This course primarily focuses on strategic management and developing performance management strategies.
You can enrol on any CMI course depending on your career aspirations and eligibility, but you should consider your role, responsibilities, and experience when choosing. Note that only the CMI Level 5, Level 6, and Level 7 Diplomas, and the Level 5 and Level 7 Extended Diplomas, will enable you to become a Chartered Manager.
What is Foundation Chartered Manager Status (fCMgr)?
Foundation Chartered Manager (fCMgr) is a professional status designed to help you gain a competitive advantage and start your management career journey with CMI membership benefits. This exceptional status as a Foundation Chartered Manager recognises you as an individual and proves you have the essential skills to be an effective manager. Moreover, the status demonstrates your commitment to further developing those skills to deliver better business results.
Eligibility to become Foundation Chartered Manager
You will be automatically eligible to become a Foundation Chartered Manager (fCMgr) if you complete one of the following courses with us.
What is Chartered Manager Status (CMgr)?
Chartered Manager (CMgr) is a professional recognition and the highest status a professional can achieve in management and leadership. Offered only by Chartered Management Institute, thousands of UK managers at all levels and across all sectors now hold Chartered Manager and highly value it – as shown by the remarkably high net promoter score of +67 and satisfaction and retention rates of 93% within the Chartered Manager report.
The Chartered Managers bring much value and contribute to the UK economy and businesses.
Why should you become Chartered Manager?
Benefits for Organisations
Chartered Managers have the potential to solve problems and deliver solutions for businesses:
Benefits for Individuals
Becoming a chartered manager will enable you to continue developing your skills throughout your career.
Fast Track to Chartered Status
You can fast-track to apply for Chartered Manager status, the ultimate professional accolade for managers, after completing one of the courses below and with 3+ years of experience in a managerial role.
