Executive Leadership and Public Relations - (Diploma – Postgraduate)

HRODC Postgraduate Training Institute
In Al Farwānīyah (Kuwait)

Rs 3,44,086
*Guide price
Original amount in GBP:
£ 4,000
You can also call the Study Centre
50919... More

Important information

Typology Training
Location Al farwānīyah (Kuwait)
Duration 5 Days
  • Training
  • Al farwānīyah (Kuwait)
  • Duration:
    5 Days

Suitable for: This Course is Designed For: Public Relations Professionals. Public Relations Practitioners. Marketers and Public Relations 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. Managers who want to add high-level communications skills to their personal portfolios


Where and when

Starts Location
On request
Al Farwānīyah
al-Kuwait, Kuwait
See map
Starts On request
Al Farwānīyah
al-Kuwait, Kuwait
See map

Course programme

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’

The 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


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


Employee development or maturity and its relevance to superior-subordinate


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


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


Characteristics of high LPC managers and their relationship to permissive leader


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:

Public Relations

Dealing with the Public

Print Media Relations

Impartiality of the media

Number one medium

Prominence of Electronic media

The Internet factor

Dealing with the media

Attracting publicity

Value of publicity

Pitching publicity

Online publicity

Handling Media Interviews

Employee Relation

Strong Employee Relations towards Solid Organizations

Dealing With the Employee Public

Trusted Communications


S-H-O-C the Troops

Employee Communications Tactics

Internal Communications Audits

Online Communications

The Intranet

Print Publications

Bulletin Boards

Suggestion Box/Town Hall Meetings

Internal Video

Face-To-Face Communications

The Grapevine

Multicultural Community Relations

Community Social Responsibility

Community Relations Expectations

Objectives of Community Relations

Community Relations on the Web

Serving Diverse Communities

Nonprofit Public Relations

Government Relations: Enhancing Public Relations Effectiveness

Public Relations

Public Relations in Government

Government Practitioners

Two Prominent Departments

The President

The President’s Press Secretary

Lobbying the Government

What Do Lobbyists Do?

Do-It-Yourself Lobbying

Political Action Committees

Dealing with Local Government

Consumer or Client Relations in Public Relations

Worldwide Consumer Class

Objectives of Consumer Relations

Consumer-Generated Media

Customer Complaints Handling

The Consumer Movement

Federal Consumer Agencies

Consumer Activists on the Internet

Business Gets the Message

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