Certificate in Leadership Effectiveness

Leadership

It has been alarming since decades about the shortage of leaders. Leading from the front is everyone’s desire but in practical discernment there seems a significant decline and gap in the confidence of leadership- bench- strength.  Though, this is an emerging concerned dilemma but this can be resolved by detecting several common causes which are leading up to leadership shortage. Within practicing, one of the effective tool seems to tackle this concerned area, can be the ways of learning phases to develop leadership effectiveness. The key statistics that business leaders need to consider when it comes to workforce learning.
  1. Concerned evaluated expectation, within the next 5 years by 84% organizations is that; there is going to be a shortfall of leaders
  2. While 83% of the organizations, positively seeking hope, says; it’s all necessary to keep on with the same energy of developing more leaders at any cost
  3. A few of, only 5%, considers that; the only way to compete with this challenging situation is to implement development at all levels
  4. The retirement of many baby boomers, estimated10,000, changing the nature of work, and poor organizational structure, leading them to enforced focus on creating and strengthening leadership bench
  5. With the millennial generation, it can be competed while fighting the emerging risk of losing leader’s competencies and gap. They will make up 50% of the global workforce that’s the reason we need to prepare them for future leadership roles
  6. As if millennial needs to be trained for future, it has been visualizing that 63% of millennial feel their leadership skills are not being fully developed by their employers
  7. Spreading out the concerned evaluations, 25% of organizations say that; it is going to be less than 10% of critical leadership positions which are ready and willing successors
  8. 58% of organizations top priority is to avoid a discrepancy gap in leadership skills and to come up with the future evaluation
  9. Somehow, at a considerable level, only 18% of organizations shows stamina to accept that; their leaders are “very effective” at meeting business goals
  10. Meanwhile, 19% of organizations says they are “very effective” at developing leaders
  11. The most significant concern about this dilemma is that while more money is being spent in any organization on leadership development and training programs but still there is happening a huge risk of seeing this gap all there. Estimated evaluations reveal that 71% of organizations, still, do not feel their leaders are able to lead their organization into the future

Course Overview

In today’s dynamic world, a real understanding of key leadership concepts and practices is very essential for learning and development of the current and future leaders. The Leaders of the Global Industry must possess the relevant Leadership Skills for learning as well as survival in this competitive market.

This course will be a platform for self development of all leaders, policy makers to become successful. Developing Leadership Skills and Learning goes beyond traditional assessments of your qualities and application of those results.  This course will enable you to unshackle the traditional mindset and concepts of leadership and will provide insight into new Leadership Concepts. Case studies and practical experiences in this course will help you enhance you develop into an effective leader.

Course Objectives

The goals of this module are to provide participants with a forum for exploring, discussing, and sharing concepts and best practices associated with effective leadership in today’s organizations, and for applying this knowledge to practical cases as well as to their own situation.

Course Content

By the end of the module participants will be able to describe the differences between management and leadership as well as the different leadership types. Through the course and the associated activities, they will develop and/or improve their leadership skills and competencies.

The course is configured as a journey toward the concept of true leadership. On the theory side, we will start by discussing the importance of managing oneself, then the importance of emotions, the concept of incompleteness and finally that of true, or authentic leadership. On the practice side, we will reflect back on participants’ experiences, share practices and apply our understanding of good leadership to business cases.

The module relies heavily on business cases to apply the material discussed in class and to draw from participants’ experience – a very important learning component in this class. Participants will also have the possibility to link the material learned to their own experience in their organization.

Module 1:

  • Introduction
  • Application (introductory case study)
  • The start of the journey – Toward authentic leadership
  • What is leadership/What makes a leader? A question
  • Management vs. Leadership
  • The importance of managing oneself

Module 2:

  • Emotional intelligence
  • Application (case study)
  • In praise of incompleteness

Module 3:

  • In praise of incompleteness (cont.)
  • Of specific skills (developing networks, the role of design)

Module 4:

  • What is leadership/What makes one a leader? A possible answer
  • The end of the journey – Authentic leadership
  • Application (case study)
  • Managing talent

Module 5:

  • Managing talent (cont.)
  • Wrap up
  • Team presentations

Course Methodology

The course is heavily experiential. Space reserved to lecture will be very limited, and learning will happen mostly through class discussion and group work, as it is typical of advanced classes like this. As mentioned above, drawing from participant’s experiences will be a very important learning component in this class. Thus, expectation is that all students will come to each class fully prepared to engage and be engaged. Participants are expected to contribute through comments, questions and examples from their managerial experience. In addition to the readings to be done ahead of class, business cases and additional articles to spark conversation might be distributed in class. The course will also use a mix of exercises, videos, cases, and/or role-plays to enrich our learning experience.

Target Audience

This course is suitable for professionals and practitioners from a wide range of spectrum from the leading domains of Business, Government, Academia and Society.

Duration

5 days (08:30–14:30) with appropriate breaks for tea/refreshments and lunch.

Program Faculty

Fabio Fonti is Director of Research, Director of Doctoral Programs, and Full Professor in the Management & Organization area at Rennes School of Business. He received his PhD from theUniversity of Illinois at Urbana-Champaign and held full-time appointments at Boston College and the Free University of Bozen-Bolzano. His research focuses primarily on the antecedents and consequences of intra - and interorganizational networks, and specifically on network evolution,network embeddedness, and network multiplexity. He is also interested in how networks affect – or are affected by – categorization processes, managerial cognition, and design. Recently, he has been working on the effects of (in) congruency across multiple institutional logics and/or classifications on organizations and/or individuals.

His most recent projects look at the cross-audience effect of categorization processes, the role design processes play for idea generation and selection, and the implication of firms’ adherence to multiple (in) consistent logics on their performance. His work has been published in Strategic Management Journal, Strategic Organization, and Advances in Strategic Management, among others. He is a member of the Academy of Management, EGOS (the European Group for Organizational Studies), and INFORMS.

Dr. Fonti has taught classes in organizational behavior, leadership, managing people and organizations, and relational advantage (focusing on networks and knowledge management), at the undergraduate, graduate, and executive levels, and has worked as a Scientific Supervisor for the talent development program of a Fortune 500 company. His work has been recognized with multiple best teacher, best paper, and best reviewer awards.

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