Leaders at all levels take initiative, think and plan strategicallyand overcome obstacles to impact the bottom line.
Leaders at all levels take initiative, think and plan strategically and overcome obstacles to impact the bottom line. Participants will focus on developing their own skills, as well as exploring strategies for building a high performing team, overcoming communication challenges, managing change in the workplace and building the organizational future. Programs will feature discussion, cases, assessments, and simulation to drive facility with frameworks for immediate application upon returning to work. Individuals who take all leadership courses within 2 program cycles (1 year) earn a Graduate Certificate in Leadership.
Who Should Attend
Participants come from a variety of industries and levels of experience, and all aspire to become more effective in their leadership and to take on greater leadership challenges. The courses are particularly suited for those transitioning into roles with great leadership responsibility.
D. Brent Smith, Ph.D.: Senior Associate Dean of Executive Education | Essentials Of Leadership; Leading And Managing High-Performance Teams
Michael Grojean Ph.D.: Adjunct Professor in Management | Leading Change (2014); Thinking Strategically
Scott Sonenshein, Ph.D. : Associate Professor in Management | Leading Change (2015)
Vikas Mittal, Ph.D.: J. Hughe Liedtke Professor of Marketing | Strategic Decision Making & Critical Reasoning
Highly successful companies have leadership at all levels, and this program will consider the differences between leadership and management. By examining personal style and disposition, participants will identify the areas of their management style that are strengths and will support their transition into greater levels of responsibility and, perhaps more importantly, identify critical development areas that may hinder their future performance. In addition, understanding differing levels of leadership and transition points allow participants to balance different systems such as networks, job rotation, and action learning with traditional coaching and mentoring techniques.
The best designed process and technical mastery does not necessarily lead to optimal decisions and outcomes, yet career success is often linked to competence in high stakes decision making. After understanding the core elements of individual and group reasoning, participants become more attune to unconscious bias through cases, short role plays, and a personal assessment on the role of emotions.
Discover how to execute lasting change through cooperative alignment of interests and productive use of networks. Participants navigate the nonlinear process through case study and simulation to understand stakeholders, promote trial and ownership, and overcome barriers.
Different than building a strategy, strategic thinking balances tactical planning with awareness of market trends and desired future capabilities against competitors. Participants will sift through data to identify critical information, recognize key resources and decision points, and adjust mental simulations to continually assess direction and opportunity.
High achieving teams focus the creative energy of individuals towards an outcome, while ineffective teams are hampered by internal conflict and poor decision-making. By analyzing the characteristics of high performing teams and understanding the ripple effects of individual preference, participants will leave the course with techniques to successfully organize teams, create organizational enablers, manage conflict, and derive success.