Centre for Experiential Leadership Learning
PREDESIGNED PROGRAMS      Personal EffectivenessLeadership for First Time Managers Leadership for Middle Managers Leadersh...
personal                     effectivenessa program for entry level employees in organization
Objectives Develop positive attitudeUnderstand locus of control                              For any leader to be successf...
Positive                           attitude             Time                      Locus of          Management            ...
leadership              for              first time              managersa program for newly promoted managers
Objectives    Understand meaning of leadership         Developing leader in you    Replacing shyness with confidence      ...
Content Framework                                                          Nature of managerial workExploring leadership –...
leadership          for          middle          managersa program for middle managers
Objectives       Unlearning about leadership        Real meaning of leadershipDifferentiating leadership from management  ...
Content FrameworkLeadership Styles                                                                DelegationOhio State lea...
leadership          for          senior          managersa program for senior managers
Objectives               Create a vision   Inspire people for better performance       Gain cooperation at every level    ...
Content Framework                                                   Leading change                       Power and influen...
tough              leadershipa program for tough part of leadership
Objectives         Tough Leadership        Focusing on results  Driving hard by extending reach       This program focuses...
Content Framework                      Conflict – everyday; Mixed feelings about conflict; Diagnosing the type of interper...
personal                    leadershipa program to develop personal attributes of leader
Objectives        Building the core    Understanding about Self                                   Personal leadership is a...
Content Framework     Self-awareness                                                   The CoreThe sensitive line         ...
result                           oriented                           leadershipa program to generate more results through e...
Objectives  Measuring your leadership style  Learning how to motivate othersEstablishing connectivity with people         ...
Content FrameworkLeadership Styles                                                                DelegationOhio State lea...
creative                leadershipa program to find non-traditional solutions
Objectives          Creativity in leadershipLearning from rapid changing environment          Growth versus survival      ...
Content Framework                  Rapid changing environment; Need for being different; Growth versus survival; Creativit...
team             buildinga program to develop effective team
Objectives      Building team commitmentImproving communication between team              members                         ...
Content Framework                                  Team BuildingLeadership in teams                          Establish sma...
Methodology           &           DSBwe don’t teach; we help you learn.
Methodology:                                              About DSB:                                Left Brain ApproachDev...
For more details:    Dr. Shital Badshah (BE, PGDBM, PhD)0 94284 19021               mail@leaderscell.com            www.le...
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Training Programs on Leadership Development

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We provide leadership development solutions.
Centre for Experiential Leadership Learning.
www.leaderscell.com
mail@leaderscell.com

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Training Programs on Leadership Development

  1. 1. Centre for Experiential Leadership Learning
  2. 2. PREDESIGNED PROGRAMS Personal EffectivenessLeadership for First Time Managers Leadership for Middle Managers Leadership for Senior Managers Tough Leadership Personal Leadership Result Oriented Leadership Creative Leadership Team Building
  3. 3. personal effectivenessa program for entry level employees in organization
  4. 4. Objectives Develop positive attitudeUnderstand locus of control For any leader to be successful, he shall be clear about Measuring self-efficacy his role and duty to be performed for the role. He shall have clarity about the skills, knowledge and attitude Being self-motivated required to perform the particular task. And, he shall be provided right contextual environment in which he canShouldering responsibility carry out his prescribed duty. Leader shall be conscious Being committed about his role, duty, knowledge, skills, and attitude to become effective. Develop adaptabilityPerformance enhancement Bring result orientation
  5. 5. Positive attitude Time Locus of Management control Self-Versatility motivation Coping Response- mechanism ability Commitment
  6. 6. leadership for first time managersa program for newly promoted managers
  7. 7. Objectives Understand meaning of leadership Developing leader in you Replacing shyness with confidence This program is designed especially for executives who have been promoted to managerial positions. ThroughBe assertive without appearing aggressive this program, participants learn how to deal with people effectively, get job done by them and improveFrom functional ability to managerial ability the overall performance of their team. We help Overcome self-doubt and self-denial participants to develop basic leadership qualities. Strengthening relationships through communicationSpeak up, make your point and win support Deal effectively with difficult people Bring result orientation
  8. 8. Content Framework Nature of managerial workExploring leadership – a personal Leader’s traits and skillsodyssey Typical activity patterns of managerial Specific traits related to effective workThe qualities approach leadership The content of managerial workThe group or functional approach The Big Five personality traits Applications for managersLeaders or managers? Managerial skills and effectiveness Leadership and managementThe situational approach Situational relevance of skills Difference between leadership andLevels of leadership Leadership attitudes (Theory X & Y) management Motivation Communication Skills The motivation process The importance of effective Diagnosing work performance problems communication Fostering motivating work environment The focus on accuracy Elements of effective motivation What is supportive communication? Establish clear performance expectations Principles of supportive communication Content motivation Sending messages and giving instructions Process motivation Listening actively Reinforcement process Fostering culture of feedback Integrative model of motivation enhancement
  9. 9. leadership for middle managersa program for middle managers
  10. 10. Objectives Unlearning about leadership Real meaning of leadershipDifferentiating leadership from management This program helps participants to increase awareness about themselves, their learning style, and leadership Increasing self-awareness style. Through this program, participants learn to develop holistic perspective for organization by developing more Defining personal value system leaders, creating strategic alignment, and striving for Identifying your learning style continuous improvements.Becoming familiar with dominant leadership style Developing people through constructive communication Developing feedback mechanism
  11. 11. Content FrameworkLeadership Styles DelegationOhio State leadership studies; Michigan leadership studies; Blake and Mouton’s Varieties of delegation; Potential advantage of delegation; Advantage ofmanagerial (leadership) grid; Leadership continuum of Tannenbaum & Schmidt ; empowered delegation; Reasons for lack of delegation; Deciding when toSpecific task behaviors; Specific relations behaviors delegate; Deciding how to delegate effectively; Guidelines for delegationCommunication Skills Problem SolvingThe importance of effective communication; The focus on accuracy; What is Defining problem; Generating alternative; Evaluating alternatives; Implementingsupportive communication?; Principles of supportive communication; Sending the solution; Four types of creativity; Key dimensions of creativity; Conceptualmessages and giving instructions; Listening actively; Fostering culture of blocks; Conceptual blockbusting; Ways to generate more alternativesfeedbackMotivation Conflict ManagementThe motivation process; Diagnosing work performance problems; Enhancing Conflict – everyday; Mixed feelings about conflict; Diagnosing the type ofindividual’s abilities; Fostering motivating work environment; Elements of interpersonal conflict; Conflict source; Conflict resolution; Conflict managementeffective motivation program; Establish clear performance expectations; approach; Conflict management styles; Selection factors; Collaborating conflictContent motivation; Process motivation; Reinforcement process; Integrative management style; Four phases of collaborative problem solving; Managementmodel of motivation enhancement of agreementEmpowerment Managing Your BossThe meaning of empowerment; Dimensions of empowerment; Relationship Misreading the boss-subordinate relationship; Understanding the boss andbetween dimensions and prescriptions for empowerment; Nature of yourself; The boss’s world; You and your needs; Relationship managementpsychological empowerment; Consequences of empowerment; Facilitatingconditions for empowerment; How leaders can increase empowerment;Inhibitors to empowerment; Practical suggestions for empowering others
  12. 12. leadership for senior managersa program for senior managers
  13. 13. Objectives Create a vision Inspire people for better performance Gain cooperation at every level This program focuses on manager’s capabilities to go Lead a winning team, department or organization along with people, in all aspects covering from setting a vision to executing it, inspiring and empowering Empower others to deliver results employees to aligning their efforts, setting standards to Recognize individual and team success adhering to it.Define performance standard and hold people accountable Align performance goals with strategy
  14. 14. Content Framework Leading change Power and influence Change processes in Power & authority; Lack of power; Organizations; Tendencies Abuse of power; Outcomes of influence toward stability ; Resistance Attempts; Influence process; Influencing to change; Stages in change strategies: the 3 Rs; Model of power and Process; Stages in reaction Influence; Power types and sources; How to change; Different types of power is acquired or lost; Consequence organizational change; of position and personal power; Framework for leading positive Influence tactics change ; Creating readiness for Change; Influencing organization Transformational leadership Culture & Developing a vision Transactional and transformational Politics and leadership leadership; Factors of transformational Leadership; Leader behavior; Influence process; The nature of organizational Facilitating conditions politics; Networking; Stress and leadership Reciprocity; Coalitions; Guidelines for developing Major elements of stress; General political skills model of stress; Reactions to stress; Coping with stress; Managing stress; Stressors & Strategic Leadership Styles eliminating stressors; Collaboration and emotional intelligence; Work redesign; Relative preferences; Impact of style Developing resiliency; Temporary on organization; Work group and pattern; stress reduction techniques To know appropriate leadership style
  15. 15. tough leadershipa program for tough part of leadership
  16. 16. Objectives Tough Leadership Focusing on results Driving hard by extending reach This program focuses on tough components of leadership, by stretching horizon, and making people Stretching horizon extend their reach. To get outstanding results, leader needs to push people towards a wall, for benefits of Being touch with people bigger purpose, let people achieve the share of their Encouraging constructive conflicts efforts. Learning power of powerBeing great at influencing techniques Finding the purpose
  17. 17. Content Framework Conflict – everyday; Mixed feelings about conflict; Diagnosing the type of interpersonal conflict; Conflict source; Conflict resolution; Conflict management approach; Conflict management styles;Conflict management Selection factors; Collaborating conflict management style; Four phases of collaborative problem solving; Management of agreement The need for negotiation; Different styles of negotiation; Strategies of negotiation; Doing home Negotiation Skills work; Current gain versus future loss; Developing bigger perspective in negotiation Power & Authority; Lack of power; Abuse of power; Outcomes of influence attempts; Influence process; Influencing strategies: the 3 Rs; Model of power and influence; Power types and sources Power & Influence How power is acquired or lost; Consequence of position and personal power; How much power should leaders have?; Influence tactics
  18. 18. personal leadershipa program to develop personal attributes of leader
  19. 19. Objectives Building the core Understanding about Self Personal leadership is all about personal attributes of Admitting for self-disclosure leader, helpful in performing the responsibilities of professional leadership. In fact, personal leadership Locus of control mediates the relationship between professionalUnderstanding people differences leadership and organizational success. Personal leadership carries the professional message to the Defining personal value system organization, followers, and customers about the real intent of leadership. Orientation towards change Adaptability and Acceptability Developing trust Personal excellence
  20. 20. Content Framework Self-awareness The CoreThe sensitive line Value SystemThreat-rigidity response Personal visionSelf-disclosure Self-directionUnderstanding and appreciating Resiliencyindividual differences Emotional balanceImportant areas of self-awareness AdaptabilityEmotional intelligence AccessibilityPersonal values ReliabilityLearning style TrustOrientation toward change
  21. 21. result oriented leadershipa program to generate more results through effective leadership
  22. 22. Objectives Measuring your leadership style Learning how to motivate othersEstablishing connectivity with people Result matters. And, so do people. Learning art of delegation Leadership is more art than science. Through effective leadership styles, and by demonstrating adaptabilityDelegating without getting redundant to situational requirements, leader needs to achieve results for the organization. Power of Empowerment Nature of empowerment Generating powerful results Results through collaboration
  23. 23. Content FrameworkLeadership Styles DelegationOhio State leadership studies; Michigan leadership studies; Blake and Mouton’s Varieties of delegation; Potential advantage of delegation; Advantage ofmanagerial (leadership) grid; Leadership continuum of Tannenbaum & Schmidt ; empowered delegation; Reasons for lack of delegation; Deciding when toSpecific task behaviors; Specific relations behaviors delegate; Deciding how to delegate effectively; Guidelines for delegation Motivation Empowerment The motivation process; Diagnosing work performance problems; Enhancing The meaning of empowerment; Dimensions of empowerment; Relationship individual’s abilities; Fostering motivating work environment; Elements of between dimensions and prescriptions for empowerment; Nature of effective motivation program; Establish clear performance expectations; psychological empowerment; Consequences of empowerment; Facilitating Content motivation; Process motivation; Reinforcement process; Integrative conditions for empowerment; How leaders can increase empowerment; model of motivation enhancement Inhibitors to empowerment; Practical suggestions for empowering others
  24. 24. creative leadershipa program to find non-traditional solutions
  25. 25. Objectives Creativity in leadershipLearning from rapid changing environment Growth versus survival This program focuses on intuition and emotional feeling along with rational application of it. Balancing Problem solving in creative way heart and mind is always been tricky in corporate Balancing emotions with rationality environment. Through this program, one can learn to unconventional way of approaching business Intuition versus rationality conditions.Learning to solve problems unconventionally Developing fresh perspectives
  26. 26. Content Framework Rapid changing environment; Need for being different; Growth versus survival; Creativity and Creativity innovation; Benefits of being creative; Implications of being creative Defining problem; Generating alternatives; Evaluating alternatives; Implementing the solution;Problem Solving Four types of creativity; Key dimensions of creativity; Conceptual blocks; Conceptual blockbusting; Ways to generate more alternatives Decision making and its consequences; I versus they; I versus we; Using power in decisionDecision Making making; Giving power in decision making; Decision making style; Autocratic to Participative decision making styles
  27. 27. team buildinga program to develop effective team
  28. 28. Objectives Building team commitmentImproving communication between team members This program focuses on exclusiveness of individuals, Strengthening collaboration and convert into exhaustiveness of team. It helps toDeveloping decision-making and conflict develop synergy among team members, providing resolution effective leadership, and connectivity to each Improving coordination and facilitation members of team. This facilitates participants to undergo transformation process of thriving for bigger Effective team leadership cause. Team identity Outperforming previous results Cohesiveness and loyalty
  29. 29. Content Framework Team BuildingLeadership in teams Establish smart goals and everest goalsWhat is a team? Procedures for facilitating team learningGroup vs. team Guidelines for team buildingAdvantages of team Team membershipSome attributes of highly performing teams Advantageous rolesNature of teams Hill’s model for team leadershipDeterminants of team performance McGrath’s critical leadership functionsTeam development and leadership Leadership actionsLeadership in different types of teams Team effectivenessDeveloping credibility Decision making in teams
  30. 30. Methodology & DSBwe don’t teach; we help you learn.
  31. 31. Methodology: About DSB: Left Brain ApproachDevelopment through role plays, computer based Dr. Shital Badshah completed his graduation inlearning, simulation, debate, exercises, engineering (BE), and post graduation inquestionnaires, case study, action learning management (PGDBM). He completed hisprojects, management games, audio video, etc. doctoral research (PhD) in the field of Leadership under the guidance of Dr. DM Right Brain Approach Pestonjee (Retd. IIMA Professor). He has trainedDevelopment through non-traditional executives at Jindal, Claris, Kalpataru, Sintex tomethodologies like drama, films, art, music name few. He is also Associate Professor at MBAconcerts, literature, mimes, yoga, meditation etc. college of Ganpat University, Gujarat.
  32. 32. For more details: Dr. Shital Badshah (BE, PGDBM, PhD)0 94284 19021 mail@leaderscell.com www.leaderscell.com

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