PROFESSIONAL CERTIFICATE EVENING COURSE

In today’s climate, increasing competition calls for a greater degree of ability and professionalism on the part of all managers. Ten well led people will easily outperform thirty who are badly led. The route to management excellence is to get people not only to do things willingly, but to do them whilst giving the very peak of their performance. This requires leadership skills. What kind of leadership do people respond to? People work for a manager - they do their best for a leader. An inspired and motivated workforce is essential for any business that wants to outperform the competition. This course is designed for directors, senior managers and managers about to be promoted to top management and managers in their first management role. This course is an excellent insight into the effectiveness of leadership skills and the difference between leaders and managers.

Areas covered include:

The Nature of Leadership:
Definitions of leadership, leadership effectiveness, major research approaches, conceptualising leadership, comparing leadership theories.

Nature of Managerial Work:
Activity patterns of managerial work, content of managerial work, theory of demands, constraints, choices, research on situational determinants, the changing nature of managerial work, managerial discretion, descriptive research, application for managers.

Perspectives on Effective Leadership Behaviour:
Ohio state leadership studies, Michigan leadership studies, limitations of survey research, experiments on task and relations behaviour, research using critical incidents, high leader, leadership behaviour taxonomies, specific task behaviours, specific relations behaviours, evaluating the behaviour approach.

Participative Leadership, Delegation & Empowerment:
Nature of participative leadership, consequences of participation, research on effects of participative leadership, normative decision model, guidelines for participative research, delegation, guidelines for delegating, empowerment.

Dyadic Role Making Theories:
Leader member exchange theory, leader attributions about subordinates, follower attributions and implicit theories, follower contributions to effective leadership, self management, integrating leader and follower roles.

Power and Influence:
Conceptions of power and authority, power types and sources, acquiring and losing power, consequences of position and personal power, types of influence behaviour, power and influence behaviour, research on influence tactics.

Managerial Traits and Skills:
Nature of traits and skills, early research on leader traits and skills, major research programmes of research on leader traits, managerial traits and effectiveness, managerial skills and effectiveness, other relevant competencies, situational relevance of skills, evaluation of trait research, application guidelines.

Contingency Theories of Effective Leadership:
LPC Contingency model, path goal theory of leadership, leadership substitutes theory, the multiple linkage model, cognitive resources theory, evaluation of contingency theories, application guidelines.

Charismatic & Transformational Leadership:
Early theories, attribution theory of charismatic leadership, self concept theory of charismatic leadership, other conceptions of charisma; consequences of charismatic leadership, transformational leadership, research on theories; transformational versus charismatic leadership, evaluation of theories, guidelines for transformational leadership.

Leading Change in Organisations:
Change processes, different types of organisational change, influencing organisational culture, developing a vision, implementing change, increasing innovation and learning.

Leadership in Teams & Decision Groups:
Nature of teams, functional teams, cross functional teams, self managed work teams, self defining teams, virtual teams, procedures for facilitating team learning, guidelines for team building, decision making in groups, leadership functions in meetings, guidelines for leading meetings

Strategic Leadership:
Constraints on executive discretion, attributions about Chief Executives, research on effects of leadership succession, evolutionary change and strategic leadership, political power and strategic leadership, executive tenure and strategic leadership, executive teams, competing values in strategic leadership, monitoring the environment, formulating strategy.

Developing Leadership Skills:
Leadership training programmes, designing effective training, techniques for leadership training, learning from experience, development activities, self-help activities, facilitating conditions for leadership development, systems perspective on leadership development.

Ethical Leadership and Diversity:
Ethical Leadership, gender and leadership, leadership in different cultures, managing diversity.

Core Text: Leadership in Organisations – Gary Yuki (Prentice Hall)

Supplementary Reading:
Leadership Theories: Not Bosses But Leaders – John Adair (Talbot Adair)/On Becoming a Leader – Warren Bennis (Century)/The Leadership Factor – J Kotter (Free Press)/Leadership – J M Burns (Harper and Row)/Leading Minds – H Gardner (Harper Collins)/Leading Change – J Kotter (Harvard Business School Press)/Making it Happen, Reflections on Leadership (John Harvey-Jones – Fontana)/Super Leadership – C Manz & H Sims (Prentice Hall)/
Practical Leadership: Developing Leaders – John Adair (Talbot Adair)/Management Teams, Why They Succeed or Fail – R Meredith Belbin (Heinemann)/The Wisdom of Teams – Jon Katzenbach & Douglas Smith (Harvard Business School)/Understanding Motivation – John Adair (Talbot Adair)/Games People Play – Eric Berne (Penguin)/
Leadership and Change: Intelligent Leadership: Creating a Passion for Change – Alan Hooper & J Potter (Random House)/The Coming Shape of Organisations –R Meredith Belbin (Butterworth Heinemann)/Re-thinking Organisation: New Directions in Organisation Theory & Analysis –M Reed & M Hughes (Sage)
Managing Today & Tomorrow – R Steward (McMillan)/The Future of Leadership – R P White, P Hodgson & C Crainer (Pitman)/Beyond Certainty – Charles Handy (Arrow Business Books)/The Fifth Discipline – P Senge (Doubleday/Currency)/Competing for the Future – G Hamel & C K Prahalad (Harvard Business School Press)

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