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Strategic Leadership

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STRATEGIC LEADERSHIP

Total Learning Hours: 24 Hours
Assessment: Presentation/ Brief Assignment

Attendees include:

  • Goodwill Ambassadors
  • Directors
  • Managers and Senior Executives
  • Entrepreneurs and Investors
  • Start-up CEOs
  • HR Professionals
  • Professionals, Lawyers, Doctors and Engineers
  • Senior civil servants and leaders of large not-for-profit organisations

Course Objectives:

This unique leadership expedition provides an in-depth understanding of the key principles and practice of leadership This will enhance the individuals’ knowledge, agile leadership skills and attributes to effectively engage in the role and responsibilities required of an effective team player and leader of a team; being proactive in innovation and improvement to inform strategy and business planning within the organisation.

Indicative Learning Model:

Meaning and importance of leadership: definitions of leadership in range of organisational contexts; leadership as a strategic competitive advantage; the relationship between management and leadership; characteristics of strategic leaders.

Approaches to the study of leadership: the qualities or traits approach; the functional or group approach, including action-centered leadership; leadership as a behavioural category; styles of leadership; contingency theories; transitional or transformational leadership; inspirational or visionary leadership; authentic leadership.

Leadership in strategic management: leadership and strategy; vision, mission and values, stakeholder relationships, change and change management; levels of leadership; future thinking, storytelling and scenarios.

Work groups and teams: distinguish between groups, workgroups and teams; types and forms of teams: project teams, self-managed teams, virtual teams, and operational teams, etc.; group values and norms; formal groups, informal groups.
Characteristics of an effective work group and team: Factors contributing to group cohesiveness and performance, advantages and disadvantages; member compatibility, Belbin et al, team development and maturity; creative leadership and team development; inter-team conflict.

Organisation effectiveness and performance: distinguish between organisation efficiency and effectiveness; innovation, culture and creativity, excellence models, Peters and Waterman, McKinsey 7S, learning organisations.
Strategic effectiveness and leadership: EFQM Excellence Model; Balanced Scorecard, Strategy Maps.

Leadership power and influence: Leadership and ethics; process of decision-making power Understand ethical decision making and organisational value.
leadership power and influence: Leadership and ethics; process of decision-making power and control; French and Raven sources of power, power involvement and compliance; strategic control, power, order and flexibility, delegation, trust and empowerment.

Learning Outcome:

  • Understand the principles, concepts, differences, and approaches to contemporary leadership.
  • Understand how leadership influences individuals, teams and the organisation.
  • Understand ethical decision making and organisational value.
  • Creating future leaders and dealing with leaders from different generations.

Mode of Delivery: Blended/ Virtual

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