Executive Leadership Certificate

Executive Leadership in the 21st Century

Agenda

Unit 1
The Big Change

  • The decline of the industrial age
  • The rise of the new economy
  • Parallels to 100 years ago
  • Implications for your organization

Unit 2

How the marketplace changes

  • The decline of suburbs
  • The rise in intangible goods
  • The new Knowledge Worker class
  • Opportunities and threats for your organization

Unit 3

How your organization changes

  • The workplace of the 21st century
  • Managing from a distance
  • Gen Y values and behavior
  • Your pyramid collapses

Unit 4

New executive leadership skills

  • The vision thing
  • Managing your people
  • Leading your organization
  • Planning your moon shot

Course Objectives

  • To provide executives with a new perspective on the new economy of the 21st century
  • To deliver new information about the changes in demographics, society and economics
  • To address the issues executives face in a changing marketplace
  • To provide executives with new tools to position their organizations for success in the changing economy

Course Outcomes

After successfully completing this course, you will:

  • Have a new perspective on the changing economics, marketplace and society of the 21st century
  • Understand the parallel for executive leaders between today and 100 years ago
  • Be better able to analyze your organization’s external and internal environment, your strengths and weaknesses in the new economy, and your opportunities and threats moving forward
  • Take back new information, skills and tools to position your organization for success in the new economy

How to Avoid Fatal Leadership Errors

Agenda

Unit 1
Elements of Evidenced-based Leadership

  • The Call to leadership
  • The CIIPT leadership model for organizational effectiveness
  • The relationships among governance, leadership, and administration
  • Developing a philosophy, inspiring values, and vision of leadership
  • The ethical leadership test to determine worth of a decision

Unit 2

Starting Points for Fatal Leadership

  • Fatal leadership defined
  • The premise of fatal leadership
  • Fatal leadership self-assessment profile
  • The 13 signs that you may be on the pathway to fatal leadership

Unit 3

Actual Cases of Leaders who Succumbed to Fatal Leadership

  • The phases of fatal leadership
  • The Case of the Clandestine Leader
  • The Case of the Complacent/Arrogant Leader
  • The Case of the Mistrusting Leader
  • The Case of the Demanding Controlling Leader
  • The Case of the Threatened Leader
  • The Case of the “Image Protecting” and Social Applause Leader

Unit 4

Practical Strategies to Minimize Fatal Leadership

  • Understanding the half-life of leadership
  • How to share the vision, build trust, and inspire commitment
  • How to appoint a competent team to the inner circle
  • How to hire people at or above the competency line
  • How to engage in self-development
  • How to practice emotional intelligence in dealing with people
  • How to create a culture of integrity and ethical leadership

Course Objectives

  • To outline an evidenced-based leadership model (CIIPT) that leaders use to successfully advance organizational effectiveness
  • To become aware of several starting points that contribute to fatal leadership and how to avoid them
  • To review actual cases of leaders in business, education, and government who succumbed to fatal leadership errors resulting in their termination.
  • To provide practical strategies on how to operate at or above the leadership efficiency line and minimize errors in leading an organization

Course Outcomes

After successfully completing this course, you will:

  • Possess knowledge of the elements that are included in an evidenced-based leadership model
  • Understand the relationship between governance, leadership and administration in order to minimize leadership errors
  • Be knowledgeable of factors that contribute to fatal leadership
  • Recognize the damaging effects of certain negative behaviors on the victims, the perpetrator, and the organization
  • Get practical strategies on how to minimize fatal leadership errors

Leadership Principles

Agenda

Unit 1

Introduction to Leadership Principles

-What does it mean to be a good leader?

-The multiple approaches to leadership
-Models of leadership

-The critical need for Gen Y leadership

Unit 2
Recognizing your leadership style

-Leadership Traits Self Assessment

-Leadership Style Self Assessment

-Leadership Skills Self Assessment

-Task and Relationship Assessment

Unit 3
Leadership Special Concerns

-Handling Conflict in the Workplace

-Managing Out-group Employees

-Ethical Considerations

Unit 4
Cases in Leadership
-Case Study 1
-Case Study 2
-Self-reflection: What type of leader am I?

Course Objectives

  • To address the issue of what does it take to become an effective leader.
  • To outline the different styles of leadership.
  • To provide an understanding of the balance between task completion in the workplace and the value of building relationships with subordinates.
  • To impart knowledge about how to socially perceive changes in the workplace and appropriate leadership responses.

Course Outcomes

  • Students will gain through self-assessment exercises an awareness of their own leadership philosophy, traits, skills, and behaviors.
  • Students will gain through the analysis of real-world case studies an understanding of the fundamental ways leadership is practiced in today’s organizations.
  • Students will gain through reflection and action activities an understanding and appreciation for the unique dimensions of their own leadership style, their strengths and weakness, and ways to improve what they do as leaders
  • Students will gain a conceptualization of leadership principles through reviewing the history of leadership theory and practice during the 20th century to present day.