Leadership development programme

This programme provides a solid foundation in leadership development focusing on self-awareness (effect of me on me, me on others and others on me) and leadership styles, tools and practices in a challenging yet supportive environment.

Level

This programme is aimed at learners at intermediate and advanced levels.

Objectives

  • To understand what outstanding leadership means in practice
  • To appreciate the individual’s effect on self and others
  • To build capability in developing constructive relationships
  • To create flexibility in leadership styles in different circumstances
  • To develop confidence through practical exercises and simulations

Process

Leadership – learners to each draw a picture that represents their understanding of leadership. Feedback and discussion. Map themes on mind-map. Three themes – effect of me on me, me on others and others on me. Definitions of leadership. Leadership vs. management. Leaders building leaders.

Self-awareness – importance of self-awareness in leadership – effect of me on me, me on others and others on me. Johari’s Window. Learning cycle – learning and behaviour change – comfort zones, habit, autopilot, conscious choice, self-awareness and conscious competence. Set up buddy partners for feedback.

Learning styles – understanding styles and preferences – activist, reflector, theorist and pragmatist (Honey & Mumford). Self-assess style. Impact of style on self and others. Flexing and matching. Influencing other styles.

Personal drivers – awareness of personal drivers. 5 TA drivers – be strong, hurry up, be perfect, try hard and please people. Self-assessment. Implications.

Emotional intelligence – understanding emotional intelligence. Mean by an emotion. Effect of emotions on self and others. Awareness of emotional states. Competencies in emotional intelligence. Managing self and others.

Relationship-building – relationships as context for leadership. Transactional Analysis (TA) – parent, adult, child. Building trust / credibility. Emotional climate.

Styles and preferences – psychometric focusing on introversion vs. extroversion, confidence vs. caution, thinking vs. feeling, structured vs. unstructured, etc. Self-assessment. Effect of style on self and others. Flexing style.

Leadership practices – Kouzes & Posner research – 5 leadership practices – model the way, inspire a shared vision, challenge the process, enable others to act and encourage the heart. Application in practice.

Trust and credibility – importance of trust and credibility – Kouzes & Posner. How to build / undermine credibility. Research on most sought after leadership qualities.

Leadership styles – appreciate different styles / preferences in leadership. Six styles of leadership – directive, visionary, affiliative, collaborative, pace setting and coaching. Self-assess personal styles. Implications. Resonant and dissonant styles. Appropriateness of style by time / place.

Making an impact – communication 3Vs – verbal, vocal, visual. Advocacy vs. enquiry. Skills – listening, questioning, rapport, summarising, silence, empathy and feedback. Influencing strategies. Power and politics.
Experiential Exercise – Practical application of learning through a range of interactive exercises and simulations.

Options

1- or 2-day programme for approx. 8 to 10 learners, with 1 or 2 facilitators, with the possibility of using professional role players.