Developing Interpersonal Influence, Addressing Vulnerability, and Achieving Authenticity for Value Creation

Leadership in organizations ought to be authentic for effective and sustainable success. Philosophers have given emphasis on the importance of authenticity and ethicality for leaders if they are to attain effective governance in any circumstance. Leaders are obliged to demonstrate the highest moral standards and ethical demeanour in their daily talk, actions, decision, and behaviours so that their subordinates in their organizations can follow suit.  The recent discovery has proven that authentic leaders display a high degree of integrity, have deep sense of purpose, and committed to their core values. They build enduring organizations that meet the needs of all stakeholders. As a result, they promote a more trusting relationship in their work.

Themes that would be covered:

• Leader’s interpersonal interactions that impact their ability to influence others
• Understand and synthesize the relationship between vulnerability, authenticity, and influence and learn how this could unlock organisational value
• Lead and inspire via high emotional quotient: lessons from case studies
• Managing Interpersonal Dynamics for High-Performance
• Developing greater self-awareness to become a more effective and authentic leader
• Sources and uses of power for the impact that lasts.