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Leadership Styles Course - Diploma Postgraduate (London)

By: HRODC Postgraduate Training Institute

United Kingdom

08 - 12 May, 2017  5 days

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GBP

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Distinguish between control and influence administrative strategies;
  • Demonstrate their understanding of the positive and negative implications of a manager’s choice of administrative strategy for the management of his or her organization;
  • Demonstrate an understanding of the relationship which exists between administrative strategy and leadership style;
  • Assess the leadership style of a superior or colleague;
  • Demonstrate an understanding of the relationship between a manager’s leadership style and the type of structure which he or she is likely to implement;
  • Demonstrate their ability to carefully select administrative strategies so as to promote leader and organizational flexibility;
  • Propose ways of reducing cultural infringement in their choice of strategy;
  • Demonstrate their understanding of managers’ responsibility for tasks performance;
  • Effectively illustrate the extent to which managers have responsibility for the effective functioning of organization, division and department;
  • Devise ways of affecting workers’ behavior towards effective task performance;
  • Address managers’ choice of options towards effect behavioral change;
  • Relate managers’ effort for ensuring subordinates’ conformity to behavioral expectations;
  • Suggest the options that managers have to employ administrative strategies;
  • Demonstrate an understanding of the general use of the concept of ‘strategy;’
  • Demonstrate a heightened understanding of management or ‘administrative strategy;’
  • Exhibit an understanding of the relationship between ‘administrative strategy’ and worker-conformity to behavioral expectations;
  • Explain the concept of puissance, as ‘will’ or ‘force;’
  • Demonstrate their understanding of ‘puissance’ as force and ‘assent;’
  • Distinguish between the concepts of power and authority;
  • Suggest the relationship between puissance and the ‘managerial leader;’
  • Address the extent to which a managerial leader has both power and authority;
  • Distinguish between implicit and explicit subordinate agreements;
  • Resolve the relationship between a manager’s power and his or her control of organizational resources;
  • Illustrate their understanding of the often forgotten facet of authority (the second facet of authority;
  • Present an ‘internalized’ understanding of the concept of influence;
  • Provide a practical illustration of power, and ‘control’ as an affective ‘domain;’
  • Explain control as an administrative strategy;
  • View influence as an administrative strategy;
  • Demonstrate their understanding of normative re-educative administrative strategy;
  • Demonstrate their rational empirical administrative strategy;
  • Internalize the place of reward and punishment in affecting workers’ behavior;
  • Explain the place of threat or promise in affecting workers’ behavior;
  • Resolve the issue of ‘threat and fear vs. promise and positive expectation;’
  • Successful debate the authority and its ‘affect’ on workers’ behavior; 
  • Explain how managers might influence workers’ behavior, without the threat of force;
  • Demonstrate their ability to apply the control administrative strategy;
  • Regard reward as a positive reinforcement;
  • Apply the influence administrative strategy in a realistic situation;
  • Suggest the relationship between leadership style and the influence administrative strategy;
  • Demonstrate their understanding of the relationship between the control administrative strategy and the Theory X leadership style;
  • Explain leadership styles as a ‘non-conscious’ decision of managers;
  • View leadership style as an ascribed ‘status;’
  • Distinguish between leadership style and ‘leader behavior;’
  • Explain leadership style using the concept of ‘flexion;’
  • Exemplify leadership styles as managers’ choice of administrative strategies;
  • Illustrate the extent to which influence strategy relates to ‘Theory Y’ leadership style;
  • Explain the leadership style continuum;
  • Demonstrate a heightened understanding of leadership style and latent behavior;
  • Link particular leadership style with subordinates’ manifest behavior;
  • Explain leadership style as a motivating factor;
  • Assess the relationship between leadership style and the contingency approaches;
  • Debate the relationship between leadership style and organizational structure;
  • View organizational structure as a leadership ‘choice;’
  • Illustrate the link between Theory X leadership style and the functional structure;
  • Associate Theory X leadership style with the divisional structure;
  • Assess the relationship between Theory X leadership style and the matrix structure;
  • Indicate that they understand the relationship between leadership styles and structural relationships;
  • Represent the leadership style and communication;
  • Associate leadership style with levels of role specificity;
  • Demonstrate an awareness of the relationship between contingency approaches to leadership and environmental variables;
  • Advise on the extent to which leadership and environmental variables, affect organizations;
  • View contingency approaches to leadership as a departure from the universalist approaches to leadership; 
  • Link contingency approaches to leadership and trait and ‘style’ approaches to leadership;  
  • Assess the value of contingency approaches to leadership, in relation to the environment, technology and the work to be done.

This Training Course is designed for:

  • Senior Managers;
  • Middle Managers;
  • Junior Managers; and
  • Those Enroute to Management;
  • All Management Aspirants;
  • Lecturers;
  • Consultants;
  • Leaders;
  • Supervisors;
  • Organizational Development Practitioners;
  • Business Owners.
London, UK May 08 - 12 May, 2017
GBP (Contact Us for Quote)
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+44 7736147507; +44 1902 763607; +44 2071935906

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