Executive Leadership and Corporate Communication-(Diploma-Postgraduate)

HRODC Postgraduate Training Institute
In Brussels (Belgium), Paris 01 Louvre (France) and Amsterdam (Netherlands)

£ 6,000 - (Rs 4,90,688)
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Important information


Suitable for: Team Leaders. Chief Executive. Supervisors. Managers. Board of Directors. Business Owners. Consultants. Senior Managers,. Middle Managers. Junior Managers. Internal Change Agents. External Change Agents. Customer Service Managers. Sales and Development Business Managers. HR professionals who have communications roles

Important information

Where and when

Starts Location
Damrak 1-5, 1012, Noord Holland, Netherlands
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Brussels Hoofdstedelijk Gewest, Belgium
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Paris 01 Louvre
(75) Paris, France
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Course programme

Contents & Concepts

• Distinguishing groups from aggregations

• Group solidarity

• Group cohesion;

• Team or group: A distinction

• Team dynamics

• Types of teams

• Command teams;

• Committees (temporary & Standing);

• Task Forces;

• Boards.

• Team formation

• Forming;

• Storming;

• Norming or initial integration;

• Performing or total integration

• Disbandment or adjournment

• Purpose of teams in the work-place

• Team characteristics;

• The role concept: An introduction

• How ‘true-to-life’ or realistic are the forming and

• norming stages of team development?

• Dysfunctional behaviour in teams

• Consequences of dysfunctional conflict;

• Team decision-making;

• Social identity theory

• Team building and maintenance roles: Improving

• team effectiveness

• Providing team incentives

• Encouraging conflict

• Averting groupthink

• Avoiding the risky shift syndrome

• ‘Resonation’ as an Issue in Team Development

• Employing Transactional Analysis

• Employing effective Diversity Management

• Discouraging Resonation

• 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 pppppppppp

• 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 TheoryY

• 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:

• The notice of meetings;

• The agenda items

• Following the agenda;

• Dealing with conflicting members;

• Seeking consensus Gatekeeping:

• Keeping meeting duration within the specified time

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