Executive Leadership and High Performance Team Management

HRODC Postgraduate Training Institute
Em Doha, Qatar (Qatar), Abu Dhabi, United Arab Emirates (United Arab Emirates), Amsterdam, Netherlands (Países Baixos) e 6 sedes mais

£6.000 - (R$22.836)

Informação importante

  • Curso
  • Em 9edes
  • Duração:
    6 Days
  • Quando:
    à escolha

A coordinated and organised team can achieve many goals! If you want to be able to build a strong and confident team, this Executive Leadership and High Performance Team Management course is perfect you.

Informação importante
Quais são os objetivos da formação?

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.
Distinguish between task forces, committees, command groups and boards.
Suggest how informal groups might be empowered to enhance organisational effectiveness.

Esta formação é para mim?

This course is specifically designed for: Senior Managers. Middle Managers. Executive Directors. Board of Directors. Performance Consultants. Management Development Directors. Training Directors. Organisation Leaders. OD Practitioners. Management Lecturers

Requisitos: Degree or Work Experience


Instalações e datas

Início Localização
à escolha
Abu Dhabi, United Arab Emirates
Khalifa Street, 44486, Abu Dhabi, United Arab Emirates
Ver mapa
à escolha
Amsterdam, Netherlands
Damrak 1-5, 1012, Noord Holland, Países Baixos
Ver mapa
à escolha
Caracas, Venezuela
Avenue Casanova, 1050, Miranda, Venezuela
Ver mapa
à escolha
Central London
Carburton Street, W1W 5EE, London, Reino Unido
Ver mapa
à escolha
Doha, Qatar
Al Wahda Street, 25500, Doha, Qatar
Ver mapa
à escolha
Dubai, Uae
Al Muraqqabat Street, Diera, 82999, Dubai, United Arab Emirates
Ver mapa
Ver todas (9)

O que se aprende nesse curso?

Anger Management
Team Building
Resource Management
Team Bonding
Team Development
Team Leader
Team Training
Teamwork Skills
IT Development
IT Management
Group dynamics
Executive Leadership
High Performance Team Management


Course Contents, Concepts and Issues

Team Dynamics

  • Groups: A Definition
  • Distinguishing Groups from Aggregations
  • Group Solidarity
  • Group Cohesion
  • Team or Group: A Distinction
  • Team Dynamics
  • Types of Teams
  • Command Teams
  • Committees (Temporary and 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 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 and Achievement Needs and Their Relevance to Leadership ‘Task and Leader- Qualities Match’
  • 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
  • Transformational 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 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
  • Position Power
  • Situational Variables and Expectancy Theory of Motivation

High-Performance Teams:

  • High Performance Teams: A Definition
  • Autonomous Work Teams
  • Autonomous Work Groups
  • Learning Groups
  • Self-Directed Work-Teams/Groups
  • Self-Managed Teams
  • The Potential Energy of High-Performance Teams

Organizational Benefits of High-Performance Teams

  • Instituting High-Performance Teams
  • Empowering High-Performance Teams
  • Inevitable Issues of Reward and Equity
  • Internal and External Organisational Development (OD) Consultant’s Role in the Formation, Development, Support and Maintenance of High Performance Teams