This Unit starts with a baseline analysis of different leadership styles, the particular organisation's culture and personal leadership style. Throughout the Unit, participants will work with accomplished peers, and facilitators to create a personalised plan to unlock innovation and growth, create energy and urgency, and drive results.
The Unit will gloss over the different leadership styles and each participant needs to explore where he or she is today - the dominant leadership style as perceived by the individual, and possibly as perceived by others. This topic will also focus on the shared beliefs and behaviours of the organisation. The gaps between where the organisation stands, and where one wants to take it will then be examined and a plan developed as to how to get there.
The Unit will then focus on how these leadership styles can be implemented within the organisation. What works for the individual? What may not work? And why? Through short case studies, participants will work through a series of leadership challenges. How does one maintain success and momentum in current lines of service, while designing for the future? How are discipline and urgency balanced with flexibility? This will give participants a clearer vision not only of best practice, but also of what makes sense to implement at their organisation.
The Unit also considers leadership at high levels of power and influence, where a leader must effectively reach and inspire people at all levels of the organisation. Doing this well does not mean trying to change who you are, but it does require focused effort. Using a series of experiential exercises we will explore the nuances of interpersonal rapport, interpersonal status behaviours, and best practices for effective exercise of influence and persuasion across different levels of the organisation as well as managing conflict.
Building on the discussion on building the foundation for growth in the organisation, the Unit will turn to the most common struggle managers and leaders face: keeping their people motivated and energised. Employing case studies and exercises, we will review the latest on how to frame risks and opportunities in a positive manner that mobilises the participant鈥檚 teams; how to influence and persuade stakeholders; how to create urgency and ownership; and how to develop high potential talent. We will also explore the link between high-performing individuals, teams and their business. Participants will develop their feedback skills, handling difficult or demotivated people and learn to celebrate success.
Main Reading List
- Northouse, P (2019) Leadership Theory and Practice, Sage Publishing.
- Kotter, J P (2007) Leading change: why transformation efforts fail. Harvard Business Review, 85 (1), 96-103.
- Kotter, J P & Scheisinger, L A (2008) Choosing strategies for change. Harvard Business Review, 86 (7/8), 130-139.
- Grant Thornton The future of leadership: anticipating 2030 https://www.grantthornton.global/en/ insights/articles/leadership-2030/
