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Executive Leadership and High Performance Team Management Course

By: HRODC Postgraduate Training Institute

United Kingdom

27 Mar - 07 Apr, 2017  12 days

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GBP

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

  • Distinguish between groups and mere aggregations
  • Suggest the difference in interpretation of groups and teams
  • Demonstrate your understanding of the social and psychological relevance of the stages of formation of a group
  • Distinguish between task forces, committees, command groups and boards
  • Suggest how informal groups might be empowered to enhance organizational effectiveness

Executive High Performance Leadership Objectives

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

  • Distinguish between the concepts of ‘leader’ and ‘managerial leader
  • Demonstrate their understanding of at least 2 approaches to leadership
  • Demonstrate their understanding of the relationship between fielder’s situational model and McGregor’s Theory ‘X’ and Theory ‘Y’ leadership styles
  • Plot the relationship between managers with high and low least preferred co-worker (LPC), characteristics, respectively
  • Demonstrate their understanding of the High and Low LPC Leaders’ degree of behavioral control over their subordinates, respectively
  • Explain the relationship between the ‘goal-path model’ of leadership and the expectancy theory of motivation
  • Suggest problems with equalities or traits approaches
  • Explain ‘Person’ or ‘Consideration Oriented’ leaders and their relationship with employee satisfaction and subsequent staff turnover level Point to specific empirical research supporting the relationship between participative leadership behavior and organizational effectiveness.

High Performance Teams Objectives

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

  • Provide at least three alternative phrases for the concept of high performance teams
  • Illustrate the value of high performance teams in enhancing organizational development
  • Explain the motivation behind the excellence of high performance teams
  • Illustrate how their organizations can benefit from high performance teams
  • Demonstrate an understanding of the relationship between high performance teams and ‘Risky
  • Shifts’ and the measures that might be implemented to avert the negative consequence that is likely to ensue
  • Illustrate how the issue of added-value might be instilled by high performance teams;
  • Discuss the positive effect of high performance teams to the enhancement of ‘Organizational Learning’ and ‘Learning Organization
  • Demonstrate a positive perception of the value of a learning organization to co-operate effectiveness;
  • Design a strategy for the initiation development launching empowerment and support of high performance teams in their organizations
  • Use case examples to illustrate the need for culturing the appropriate leadership styles and strategies that are conducive to the sustainability of high performance teams in their organizations
  • List the different stages of operational control
  • Suggest the most appropriate operational stage that is supportive of the continuance of high productivity in high performance teams
  • Determine the importance of training and development in the ‘culturing’ of high performance teams
  • Illustrate the importance of members’ understanding of team dynamics for affecting their team building and maintenance roles
  • Demonstrate an understanding of the importance of inter-personal skills in the continuing performance of autonomous work teams
  • Indicate the function of communication as a medium of the transmission of values and role relationships in autonomous work teams
  • Suggest how effective conflict management might enhance the lifespan of high productivity teams
  • Demonstrate the ability to place equity in the context of organizational reward
  • Demonstrate and understanding of the place of equity in the functioning of high productivity teams
  • Illustrate the role of the internal and external Organizational Development Consultant (OD) in supporting the development maintenance and crisis management of high performance teams
London Mar 27 - 07 Apr, 2017
GBP (Contact Us for Quote)
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+44 7736147507; +44 1902 763607; +44 2071935906

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