This document summarizes the introductory session of an executive women's leadership programme. It includes: 1) An introduction to the programme goals of examining gendered aspects of organizations, showcasing women's strengths, and adapting a growth mindset. 2) An overview of upcoming sessions and assignments, including networking, guest speakers, a strategic challenge project, and a team case solution. 3) A discussion of leadership definitions and models, and the role of reflection and purpose in leadership development.

1. Executive Women’s Leadership Programme
Introductory Session
18th May 2019 1

2. Today
Introductions and Expectations
Leveraging Leadership
Development
Speaker James McCallum
2

3. Why a women only
leadership
programme?

4. Beyond Leaning In – Addressing the Attainment Gap
• Examine the “gendered” aspects of
organizations
• SHOWCASE STRENGTHS women bring
• Capitalize on the lessons from successful role
models (eg Club30)
• Adapt a GROWTH mindset [Away from the
’brilliance’ descriptions of leaders]
• Getting men into the conversation.
4

5. 5

6. “Assignments”
• Networking Leverage Plan [Begin
End of June]
• Summer session 22nd August 6pm
Speaker: Meg Lustman, former CEO,
Hobbs
• Strategic Challenge Project
[Individual assignment presented to
the panel last day of programme in
December] Formulate over summer
after working on Lean Canvas with
Dr. Johanna Young, Saturday 9th June
• Team Live Case Solution
[Participation as a ”Board” in
November] some background
materials to review 6

7. Evaluation and
Opportunities for
Developmental Data
• Korn Ferry Assessment
of Leadership Potential
• Will be available
beginning of June for
those interested.
• Will run individual
feedback sessions for
those completing the
assessment
• Programme end and
midway evaluation
online surveys
7

8. Your
capacity and
interest to
develop the
qualities required
for effective
performance in a
significantly
more
challenging
leadership role.
Leadership
potential
8

9. Introductions
& Expectations

10. • One of the top 1% of
Business Schools world-
wide to be triple accredited
by the three largest and
most influential
associations: AACSB,
EQUIS and AMBA.
• 21 undergraduate
programmes, 14 MSc
programmes (including
HRM and International
HRM), 2 MBA programmes
and a broad portfolio of
Executive Education.
• 100 faculty from 28
countries. Students from 88
countries.
• Particular strength in
strategy, strategic
leadership, resilience,
accounting and finance,
service management and
sustainability.
10
Founded in 1583
One of the largest
universities in the UK
Over 30,000 students,
more than 20,000
undergraduates,
10,000+
postgraduates
Ranked 4th for
research excellence in
the UK Research
Excellence Framework
(REF), 2014
Ranked 17th in the QS
World University
Rankings 2017
15 Nobel Prize
winners in areas such
as Physics, Medicine,
Economics
Welcome

11. Views on leadership
• At your tables:
• Take a few minutes to think about an
effective leadership action you have
witnessed that has impressed you.
• Introduce yourselves to your table
members and share your example.
• At your table, come up with a couple
of things that will help you get the
most out of the sessions.
• Report back as to the ”nature of your
group” and what impresses the group
about leaders.
11

12. Definition:
Strategic
Leadership
• Strategic leadership is
defined as a person's
ability to anticipate,
envision, maintain
flexibility, think
strategically, and work
with others to initiate
changes that will create
a viable future for the
organization.” (Ireland &
Hitt, 2005; reprint from
1999).
12

13. 13
Strategic Leadership
Strategic and holistic
in vision
Innovative
in thinking
Entrepreneurial
in action
Responsible
in practice
Global
in perspective
Capable
of leading change
Our Model of Strategic Leadership

14. Leveraging
Leadership
Development
Your Best Practices?
1. Learning from experience
2. The role of reflection
3. Your Purpose

15. Background: What is developed
in leader and leadership
development?
1. Specific skills around:
Leading self [Intrapersonal]
Leading others [interpersonal]
Leading organisations [outerpersonal? Or
extrapersonal]
2. Improved thinking and problem solving
3. Transition to a new leader identity and the
transition process (requires self awareness) within
one’s gender identity
15

16. You are a Unique Leader
+ =
16

17. 17
Learning
Practices
Observe and
Learn from
others
Approach new
experiences with
openness to
experience
Seek and use
feedback
Understanding
your strengths
and
developmental
needs
Ask Great
Questions/
CuriousityListens
transformatively
Actively
Experiment
Observe and
Learn from
others
Active reflection
and mindfulness
Take
responsibility

18. Reflection “People don’t get what they want out of life because
they don’t know what they want out of life.”
- John Goddard
18

19. Finding your purpose as a leader
To get started:
• What did you especially love doing when you were a child,
before the world told you what you should or shouldn’t like
or do? Describe a moment and how it made you feel.
• Tell us about two of your most challenging life experiences.
How have they shaped you?
• What do you enjoy doing in your life now that helps you
sing your song?
19

20. Taking it forward

21. Keeping Up with the
Programme:
Our 2019 EWLP (private)
LinkedIn Page
• 2019 Executive Women’s
Leadership Programme
LinkedIn Group
• Slides
• Article links
• Videos of the sessions
• Book Shelf
• Reminders
• Invite to join the group will go
out to your work emails
provided for the programme
• If you do not receive an
invitation, please send me
the email associated with
your LinkedIn account
21

22. Next Session
• Session II.
• Creative Strategy and
Change with Professor John
Amis
• Guest Speakers
• Petra Wetzel, Founder, WEST
Beer
• Dr. Lena Wilson CBE, Non-
Executive Director, RBS plc
• Drinks Reception begins 5:30
Wednesday
29th May 2019
13:00 to 18:00
22