Change Management and Executive Leadership in Organisations - (Diploma-Postgraduate)

Course Contents, Concepts and Issues

Executive High Performance Leadership

The concepts of ‘leader’ and ‘managerial leader’

Leadership and Interpersonal relationship

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’

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:

Leadership Style

The Concept of Influence

Power, and ‘Control’ as affective ‘domain’

Control as an Administrative Strategy

Influence as an 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

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

Influence Change Strategies: When They Should Be Used Or Avoided

Control Change Strategies: When They Should Be Used Or Avoided

Change Acceleration: Averting Organisational (organizational) and Individual casualties

Managing the External Environment: Improving Perception and Instilling Confidence

Change Institutionalisation: Returning To Normality