Centre for Experiential Leadership Learning

PREDESIGNED PROGRAMS

Personal Effectiveness

Leadership for First Time Managers

Leadership for Middle Managers

Leadership for Senior Managers

Tough Leadership

Personal Leadership

Result Oriented Leadership

Creative Leadership

Team Building

personaleffectiveness

a program for entry level employees in organization

Objectives

Develop positive attitude

Understand locus of control

Measuring self-efficacy

Being self-motivated

Shouldering responsibility

Being committed

Develop adaptability

Performance enhancement

Bring result orientation

For any leader to be successful, he shall be clear about

his role and duty to be performed for the role. He shall

have clarity about the skills, knowledge and attitude

required to perform the particular task. And, he shall be

provided right contextual environment in which he can

carry out his prescribed duty. Leader shall be conscious

about his role, duty, knowledge, skills, and attitude to

become effective.

Positive attitude

Locus of control

Self-motivatio

n

Response-abilityComm

itment

Coping mechanis

m

Versatility

Time Managem

ent

leadershipforfirst time managers

a program for newly promoted managers

Objectives

Understand meaning of leadership

Developing leader in you

Replacing shyness with confidence

Be assertive without appearing aggressive

From functional ability to managerial ability

Overcome self-doubt and self-denial

Strengthening relationships through communication

Speak up, make your point and win support

Deal effectively with difficult people

Bring result orientation

This program is designed especially for executives who

have been promoted to managerial positions. Through

this program, participants learn how to deal with

people effectively, get job done by them and improve

the overall performance of their team. We help

participants to develop basic leadership qualities.

Content Framework

Exploring leadership – a personal

odyssey

The qualities approach

The group or functional approach

Leaders or managers?

The situational approach

Levels of leadership

Nature of managerial work

Typical activity patterns of managerial

work

The content of managerial work

Applications for managers

Leadership and management

Difference between leadership and

management

Leader’s traits and skills

Specific traits related to effective

leadership

The Big Five personality traits

Managerial skills and effectiveness

Situational relevance of skills

Leadership attitudes (Theory X & Y)

Communication Skills

The importance of effective

communication

The focus on accuracy

What is supportive communication?

Principles of supportive communication

Sending messages and giving

instructions

Listening actively

Fostering culture of feedback

Motivation

The motivation process

Diagnosing work performance problems

Fostering motivating work environment

Elements of effective motivation

Establish clear performance expectations

Content motivation

Process motivation

Reinforcement process

Integrative model of motivation enhancement

leadershipformiddle managers

a program for middle managers

Objectives

Unlearning about leadership

Real meaning of leadership

Differentiating leadership from management

Increasing self-awareness

Defining personal value system

Identifying your learning style

Becoming familiar with dominant leadership style

Developing people through constructive communication

Developing feedback mechanism

This program helps participants to increase awareness

about themselves, their learning style, and leadership

style. Through this program, participants learn to develop

holistic perspective for organization by developing more

leaders, creating strategic alignment, and striving for

continuous improvements.

Content Framework

Leadership Styles

Ohio State leadership studies; Michigan leadership studies; Blake and Mouton’s managerial (leadership) grid; Leadership continuum of Tannenbaum & Schmidt ; Specific task behaviors; Specific relations behaviors

Communication Skills

The importance of effective communication; The focus on accuracy; What is supportive communication?; Principles of supportive communication; Sending messages and giving instructions; Listening actively; Fostering culture of feedback

Motivation

The motivation process; Diagnosing work performance problems; Enhancing individual’s abilities; Fostering motivating work environment; Elements of effective motivation program; Establish clear performance expectations; Content motivation; Process motivation; Reinforcement process; Integrative model of motivation enhancement

Empowerment

The meaning of empowerment; Dimensions of empowerment; Relationship between dimensions and prescriptions for empowerment; Nature of psychological empowerment; Consequences of empowerment; Facilitating conditions for empowerment; How leaders can increase empowerment; Inhibitors to empowerment; Practical suggestions for empowering others

Delegation

Varieties of delegation; Potential advantage of delegation; Advantage of empowered delegation; Reasons for lack of delegation; Deciding when to delegate; Deciding how to delegate effectively; Guidelines for delegation

Problem Solving

Defining problem; Generating alternative; Evaluating alternatives; Implementing the solution; Four types of creativity; Key dimensions of creativity; Conceptual blocks; Conceptual blockbusting; Ways to generate more alternatives

Conflict Management

Conflict – everyday; Mixed feelings about conflict; Diagnosing the type of interpersonal conflict; Conflict source; Conflict resolution; Conflict management approach; Conflict management styles; Selection factors; Collaborating conflict management style; Four phases of collaborative problem solving; Management of agreement

Managing Your Boss

Misreading the boss-subordinate relationship; Understanding the boss and yourself; The boss’s world; You and your needs; Relationship management

leadershipforsenior managers

a program for senior managers

Objectives

Create a vision

Inspire people for better performance

Gain cooperation at every level

Lead a winning team, department or organization

Empower others to deliver results

Recognize individual and team success

Define performance standard and hold people accountable

Align performance goals with strategy

This program focuses on manager’s capabilities to go

along with people, in all aspects covering from setting a

vision to executing it, inspiring and empowering

employees to aligning their efforts, setting standards to

adhering to it.

Strategic Leadership Styles

Relative preferences; Impact of styleon organization; Work group and pattern;To know appropriate leadership style

Transformational leadership

Transactional and transformational leadership; Factors of transformational Leadership; Leader behavior; Influence process;Facilitating conditions

Leading change Change processes in Organizations; Tendencies toward stability ; Resistance to change; Stages in change Process; Stages in reaction to change; Different types of organizational change; Framework for leading positive change ; Creating readiness for Change; Influencing organization Culture & Developing a vision

Power and influence

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; How power is acquired or lost; Consequence of position and personal power;Influence tactics

Politics and leadership

The nature of organizational politics; Networking; Reciprocity; Coalitions; Guidelines for developing political skills

Stress and leadership

Major elements of stress; General model of stress; Reactions to stress; Coping with stress; Managing stress; Stressors & eliminating stressors; Collaboration and emotional intelligence; Work redesign;Developing resiliency; Temporary stress reduction techniques

Content Framework

toughleadership

a program for tough part of leadership

Objectives

Tough Leadership

Focusing on results

Driving hard by extending reach

Stretching horizon

Being touch with people

Encouraging constructive conflicts

Learning power of power

Being great at influencing techniques

Finding the purpose

This program focuses on tough components of

leadership, by stretching horizon, and making people

extend their reach. To get outstanding results, leader

needs to push people towards a wall, for benefits of

bigger purpose, let people achieve the share of their

efforts.

Conflict management

Conflict – everyday; Mixed feelings about conflict; Diagnosing the type of interpersonal conflict; Conflict source; Conflict resolution; Conflict management approach; Conflict management styles; Selection factors; Collaborating conflict management style; Four phases of collaborative problem solving; Management of agreement

Negotiation Skills The need for negotiation; Different styles of negotiation; Strategies of negotiation; Doing home work; Current gain versus future loss; Developing bigger perspective in negotiation

Power & Influence

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 sourcesHow power is acquired or lost; Consequence of position and personal power; How much power should leaders have?; Influence tactics

Content Framework

personalleadership

a program to develop personal attributes of leader

Objectives

Building the core

Understanding about Self

Admitting for self-disclosure

Locus of control

Understanding people differences

Defining personal value system

Orientation towards change

Adaptability and Acceptability

Developing trust

Personal excellence

Personal leadership is all about personal attributes of

leader, helpful in performing the responsibilities of

professional leadership. In fact, personal leadership

mediates the relationship between professional

leadership and organizational success. Personal

leadership carries the professional message to the

organization, followers, and customers about the real

intent of leadership.

The sensitive line

Threat-rigidity response

Self-disclosure

Understanding and appreciating

individual differences

Important areas of self-awareness

Emotional intelligence

Personal values

Learning style

Orientation toward change

Value System

Personal vision

Self-direction

Resiliency

Emotional balance

Adaptability

Accessibility

Reliability

Trust

Self-awareness The Core

Content Framework

resultorientedleadership

a program to generate more results through effective leadership

Objectives

Measuring your leadership style

Learning how to motivate others

Establishing connectivity with people

Learning art of delegation

Delegating without getting redundant

Power of Empowerment

Nature of empowerment

Generating powerful results

Results through collaboration

Result matters. And, so do people.

Leadership is more art than science. Through effective leadership styles, and by demonstrating adaptability to situational requirements, leader needs to achieve results for the organization.

Motivation

The motivation process; Diagnosing work performance problems; Enhancing individual’s abilities; Fostering motivating work environment; Elements of effective motivation program; Establish clear performance expectations; Content motivation; Process motivation; Reinforcement process; Integrative model of motivation enhancement

Empowerment

The meaning of empowerment; Dimensions of empowerment; Relationship between dimensions and prescriptions for empowerment; Nature of psychological empowerment; Consequences of empowerment; Facilitating conditions for empowerment; How leaders can increase empowerment; Inhibitors to empowerment; Practical suggestions for empowering others

Delegation

Varieties of delegation; Potential advantage of delegation; Advantage of empowered delegation; Reasons for lack of delegation; Deciding when to delegate; Deciding how to delegate effectively; Guidelines for delegation

Leadership Styles

Ohio State leadership studies; Michigan leadership studies; Blake and Mouton’s managerial (leadership) grid; Leadership continuum of Tannenbaum & Schmidt ; Specific task behaviors; Specific relations behaviors

Content Framework

creativeleadership

a program to find non-traditional solutions

Objectives

Creativity in leadership

Learning from rapid changing environment

Growth versus survival

Problem solving in creative way

Balancing emotions with rationality

Intuition versus rationality

Learning to solve problems unconventionally

Developing fresh perspectives

This program focuses on intuition and emotional

feeling along with rational application of it. Balancing

heart and mind is always been tricky in corporate

environment. Through this program, one can learn to

unconventional way of approaching business

conditions.

Creativity Rapid changing environment; Need for being different; Growth versus survival; Creativity and innovation; Benefits of being creative; Implications of being creative

Problem SolvingDefining problem; Generating alternatives; Evaluating alternatives; Implementing the solution; Four types of creativity; Key dimensions of creativity; Conceptual blocks; Conceptual blockbusting; Ways to generate more alternatives

Decision MakingDecision making and its consequences; I versus they; I versus we; Using power in decision making; Giving power in decision making; Decision making style; Autocratic to Participative decision making styles

Content Framework

teambuilding

a program to develop effective team

Objectives

Building team commitment

Improving communication between team members

Strengthening collaboration

Developing decision-making and conflict resolution

Improving coordination and facilitation

Effective team leadership

Team identity

Outperforming previous results

Cohesiveness and loyalty

This program focuses on exclusiveness of individuals,

and convert into exhaustiveness of team. It helps to

develop synergy among team members, providing

effective leadership, and connectivity to each

members of team. This facilitates participants to

undergo transformation process of thriving for bigger

cause.

Leadership in teams

What is a team?

Group vs. team

Advantages of team

Some attributes of highly performing teams

Nature of teams

Determinants of team performance

Team development and leadership

Leadership in different types of teams

Developing credibility

Establish smart goals and everest goals

Procedures for facilitating team learning

Guidelines for team building

Team membership

Advantageous roles

Hill’s model for team leadership

McGrath’s critical leadership functions

Leadership actions

Team effectiveness

Decision making in teams

Team Building

Content Framework

Methodology&DSB

we don’t teach; we help you learn.

Methodology:

Left Brain Approach

Development through role plays, computer based

learning, simulation, debate, exercises,

questionnaires, case study, action learning

projects, management games, audio video, etc.

Right Brain Approach

Development through non-traditional

methodologies like drama, films, art, music

concerts, literature, mimes, yoga, meditation etc.

About DSB:

Dr. Shital Badshah completed his graduation in

engineering (BE), and post graduation in

management (PGDBM). He completed his

doctoral research (PhD) in the field of

Leadership under the guidance of Dr. DM

Pestonjee (Retd. IIMA Professor). He has trained

executives at Jindal, Claris, Kalpataru, Sintex to

name few. He is also Associate Professor at MBA

college of Ganpat University, Gujarat.

For more details:

Dr. Shital Badshah (BE, PGDBM, PhD)

0 94284 19021 mail@leaderscell.com

www.leaderscell.com