Change Management and Executive Leadership in Organisations (London)

HRODC Postgraduate Training Institute
In Central London (England), Abu Dhabi, United Arab Emirates (United Arab Emirates), Abuja, Nigeria (Nigeria) and 47 other venues

£ 4,800 - (Rs 3,94,161)

Important information


Limited 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 & McGregor's Theory 'X' & Theory 'Y' leadership styles.
Suitable for: This course is designed for: Consultants, Senior Managers, Middle Managers, Junior Managers, Internal Change Agents, External Change Agents and Those desirous of managing the change process effectively, All Management Aspirants, Lecturers and Organisational Development Practitioners

Important information

Requirements: Degree or Work Experience


Where and when

Starts Location
Abu Dhabi, United Arab Emirates
Khalifa Street, 44486, Abu Dhabi, United Arab Emirates
See map
Abuja, Nigeria
Cadastral Zone A0, Central Business District, Abuja, 7069, Nigeria, Nigeria
Addis Ababa, Ethiopia
Kirkos Subcity Kebele, 21555, Ethiopia, Ethiopia
See map
Algiers, Algeria
Pins Maritimes, 16000, Algeria, Algeria
See map
Algiers, Algeria
Rue Hassiba Benbouali, 16015, Algeria, Algeria
See map
Amman, Jordan
Bin Ali Street, 11118, Jordan, Jordan
See map
See all (50)

What you'll learn on the course

Change Management
Communication Training
IT Development
IT Management

Course programme

Course Contents:

Executive High Performance Leadership

  • The concepts of ‘leader’ and ‘managerial leader’
  • The leader and authority
  • The leader and influence
  • The manager and the conferment of power
  • The application of control and ‘power cohesion’
  • The ‘managerial leader’ and the ability to vary strategy
  • Power as a recourse of the managerial leader
  • Leadership and
  • Interpersonal relationship
  • Approaches to leadership
  • Qualities or Traits Approach to leadership
  • Task and person orientation
  • Participative leadership
  • Transactional Leadership
  • Transformational Leadership
  • Contingency or Situational Approaches to Leadership
  • Leaders VS non-leaders in relation to confidence & intelligence
  • Leadership and extroversion
  • Problems with Traits Approach’
  • Social, power & achievement needs and their relevance to leadership
  • ‘Task and leader- qualities match’
  • TTt Perceived consequence of task orientation and reduced relationship orientation for
  • managerial effectiveness
  • The consequence of Person or consideration oriented leadership on employee
  • satisfaction and subsequent staff turnover
  • Contingent factors and leader effectiveness or ineffectiveness
  • Perceived value of ‘democratic leader behaviour’, dispensing participative leadership
  • Perceived value of ‘autocratic leader behaviour’
  • Value of ‘performance monitoring’ to individual effectiveness
  • Result Orientation Leadership VS Process Oriented Leadership
  • Transformational
  • Leadership and Charisma
  • Mission Progress Articulation
  • Leading through delegation
  • Subordinates’ perception of transformational leadership VS transactional leadership
  • Contingency Approaches to Leadership and the crucial nature of an organisation’s
  • environmental variables
  • Contingency approaches VS Universalist approaches to leadership
  • Contingency approaches to leadership and their relationship to trait and style
  • orientations
  • Employee development or maturity and its relevance to superior-subordinate
  • relationships
  • Superior-subordinate relationships as leader behaviour
  • Superior-subordinate relationships as control and influence
  • Superior-subordinate relationships as power and authority
  • Least Preferred Co-worker (LPC) – Low and High
  • Characteristics of LPC managers and their relationship to McGregor’s theory X and
  • Theory Y
  • Characteristics of low LPC managers and their relationship to autocratic leader
  • behaviour
  • Characteristics of low LPC managers and their relationship with Theory X
  • Characteristics of low LPC managers and their relationship to task control
  • Characteristics of high LPC managers and their relationship to McGregor’s theory Y leader
  • Characteristics of high LPC managers and their relationship to permissive leader behaviour
  • LPC Leaders and their relationship with production orientation
  • LPC Leaders and their perception of the behaviour that they need to exhibit to achieve productivity improvement
  • LPC Leaders and the concept of ‘Power Distance’
  • LPC Leaders and their emphasis on meeting targets
  • LPC Leaders and the level of regard they have for superior-subordinate relationship
  • Relevance of Situational Variables on leader behaviour:
  • Leader-Member Relation
  • Task Structure

Leadership Styles

  • Managers’ Responsibility for the Effective Functioning of Organisation, Division and
  • Department Functions Effectively
  • Affecting Workers’ Behaviour towards Effective Task Performance
  • Managers’ Choice of Options to Effect Behavioural Change
  • Ensuring Subordinates’ Conformity to Behavioural Expectations
  • Options as Administrative Strategies
  • The General Use of The Concept of Strategy
  • A Management or ‘Administrative Strategy’
  • ‘Administrative Strategy’ and Worker-Conformity to Behavioural Expectations
  • ‘Puissance’ as Choices towards Organisational Functioning
  • Puissance, as ‘Will’ or ‘Force’
  • ‘Puissance’ as Force
  • ‘Puissance’ as ‘Assent’
  • The Concept of Power
  • The Concept of Authority
  • Legitimate Authority
  • Puissance and the ‘Managerial Leader’
  • The Managerial Leader and Power and Authority
  • Implicit and explicit subordinate agreement
  • The concept of Power
  • Power and Organizational Resources
  • The Concept of Authority
  • The Second Facet of Authority
  • The Concept of Influence
  • Power, and ‘Control’ as affective ‘domain’
  • Control as an Administrative Strategy
  • Influence as an Administrative Strategy
  • Normative Re-Educative Administrative Strategy
  • Rational Empirical Administrative Strategy
  • The Place of Reward and Punishment in Affecting Workers’ Behaviour
  • The Place of Threat or Promise in Affecting Workers’ Behaviour
  • ‘Threat, Promise, Fear or Positive Expectation’
  • Authority and its ‘Affect’ on Workers’ Behaviour
  • Influencing Workers’ Behaviour – Without The Threat of Force
  • Application of the Control Administrative Strategy.
  • Reward as a Positive Reinforcement
  • Application of The Influence Administrative Strategy
  • Leadership Style Defined
  • Leadership style and the Influence Administrative Strategy
  • Leadership style and the Control Administrative Strategy
  • The Theory X Leadership Style
  • The Theory Y Leadership Style
  • Leadership Styles and ‘Non-Conscious’ Decision of Managers
  • Leadership Style as an Ascribed ‘Status’
  • Distinguishing Leadership Style from ‘Leader Behaviour’
  • Leadership Style and the Concept of ‘Flexion’
  • Leadership Styles and Managers’ Choice of Administrative Strategies
  • Influence Strategy and ‘Theory Y’ Leadership Style
  • A ‘Theory X’ Leadership Style
  • The Leadership Style Continuum
  • Leadership Style and Latent Behaviour
  • Leadership Style and Manifest Behaviour
  • Leadership Style as a Motivating Factor
  • Leadership Style and the Contingency Approaches
  • Leadership Style and Organisational Structure
  • Organisational Structure as a Leadership ‘Choice’
  • Theory X Leadership Style and the Functional Structure
  • Theory X Leadership Style and the Divisional Structure
  • Theory X Leadership Style and the Matrix Structure
  • Leaderships and Structural Relationships
  • Leadership Style and Communication
  • Leadership Style and Role Specificity
  • Contingency Approaches to Leadership and Environmental Variables
  • Leadership and the Environmental Variables, Which Affect Organisations
  • Contingency Approaches to Leadership as a Departure From The Universalist
  • Approaches to Leadership

Organisational Change Management

  • Change and Its Inevitability
  • Anticipating The Need For Change
  • Resistance To Change - Latent & Manifest
  • Change Management And Human Resources Implications
  • Internal and External Environmental Analysis—SWOT
  • Internal Environmental Analysis—SW
  • External Environmental Analysis—OT
  • Pertinent Factors Associated With Change Implementation
  • Approaches To Change: Their Merits & Demerits
  • The Big Bang Approach
  • The Incremental Approach
  • Strategies For Effecting Change
  • Influence Change Strategies: When They Should Be Used Or Avoided
  • Control Change Strategies: When They Should Be Used Or Avoided
  • Communicating Organisational Change (organizational change)
  • Communication Media: Mass or Personalised Communication?
  • Mode and Channels of Communication
  • Getting The Message Right
  • Timing of Communication
  • Who Should Communicate What, When?
  • Use of Groups In Change Process
  • Managing latent and manifest resistance to change
  • Effective, overall, change leadership
  • Leading change implementation
  • Selecting the Appropriate Change Agent – Internal or External
  • Speed of Change
  • Change Acceleration: Averting Organisational (organizational) and Individual casualties
  • Change Tolerance and Individual Stress Levels
  • Managing the External Environment: Improving Perception and Instilling Confidence
  • Stakeholders, generally
  • Shareholders and Funding Agents
  • Customers and Clients
  • Potential Customers and Clients
  • Change Institutionalisation: Returning To Normality