Executive Leadership And Corporate Communication.

HRODC Postgraduate Training Institute
Em Central London (Reino Unido), Abu Dhabi, United Arab Emirates (United Arab Emirates), Abuja, Nigeria (Nigeria) e 47 sedes mais


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  • Curso
  • Em 50edes
  • Duração:
    6 Days
  • Quando:
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Limited Objectives: By the end of the specified learning and development activities, delegates will be able to: Distinguish between groups and mere aggregations. Suggest the difference in interpretation of groups and teams. Demonstrate your understanding of the social and psychological relevance of the stages of formation of a group.
Suitable for: This course is designed for: Chief Executive Officers (CEO), Directors, Partners, Managers, Team Leaders, Supervisors, Consultants, Business owners

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Requisitos: Degree or Work Experience


Instalações e datas

Início Localização
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Abu Dhabi, United Arab Emirates
Khalifa Street, 44486, Abu Dhabi, United Arab Emirates
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Abuja, Nigeria
Cadastral Zone A0, Central Business District, Abuja, 7069, Nigeria, Nigeria
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Addis Ababa, Ethiopia
Kirkos Subcity Kebele, 21555, Ethiopia, Ethiopia
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Algiers, Algeria
Pins Maritimes, 16000, Algeria, Algeria
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Algiers, Algeria
Rue Hassiba Benbouali, 16015, Algeria, Algeria
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Amman, Jordan
Bin Ali Street, 11118, Jordan, Jordan
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O que se aprende nesse curso?

Team Dynamics
Team Training
Communication Training
Corporate Communication
IT Development
Team management


Course Contents:

Team Dynamics

  • 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
  • Aggressiveness-
  • Blocking
  • Interfering
  • Competing,
  • Seeking sympathy
  • Withdrawal
  • Special pleading
  • Inter-team conflict;
  • Sources of inter-team conflict
  • Consequences of dysfunctional conflict;
  • Team decision-making;
  • Social identity theory
  • Team building and maintenance roles: Improving team effectiveness
  • Encouraging members
  • Harmonising
  • Standard setting
  • Gate-keeping
  • Determining the optimum team size
  • 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

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’
  • 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 leaders
  • 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 Theory Y
  • 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:
  • Leader-Member Relation
  • Task Structure

Information Gathering, Processing and Presentation

  • Instruments of Analysis
  • Using a ‘Tally System’
  • Using Excel Package
  • Data Interpretation
  • Making Sense of The Information gathered and analysed
  • Identifying ‘Trends’ & ‘Patterns’ in Information
  • Arriving At Conclusions
  • Reporting The Findings
  • Reporting Styles
  • Using The Evidence available
  • Choosing reporting style to match the type of report or information being presented
  • Generating Graphs & Charts From Tables
  • Using Microsoft Excel to create graphs and charts
  • Monitoring & Continuous Evaluation
  • The Interim Reports
  • The final Report
  • Formal Reports
  • The Abstract
  • Establishing The Terms of reference
  • The Executive Summary
  • Choosing prefacing summaries
  • The Introduction
  • The Background
  • Styles of Report Writing;
  • Using Visual presentation to enhance the effectiveness of reports
  • Using evidence from information gathered to support claims made in reports

Informação adicional

Executive Leadership And Corporate Communication - Leading to Diploma-postgraduate, Accumulating to Postgraduate Diploma, Progressing to Ma, Mba, Msc (london, Uk)