IESE Executive Education Leadership Program. 4 days intensive training with editions in Barcelona and New York. 360º assessment test, coaching sessions included.
The document outlines a leadership training program for Saudi Arabia. It begins with an overview of Saudi culture and how Islam and cultural traditions shape leadership styles in the country. It then discusses desired leadership behaviors such as lower power distance and a focus on hierarchy/equity. The proposed training program would assess participants, identify gaps between current and desired behaviors, and provide challenge and support to facilitate development. The goal is a leadership style rooted in Islamic principles but also effective in a global context.
The document provides information about a program offered by Smith on March 6-8 and June 12-13, 2017. The program aims to help executives develop a global mindset to analyze business strategy and processes impacted by globalization. It is intended for mid- to senior-level executives managing globally. The program differs through its experienced faculty focused on global strategy and leadership, practical international case studies, a global leadership assessment, three-month action learning projects, and presentations to senior international audiences. Participants will assess their global mindset and design individual development plans.
The document discusses educational leadership and proposes a model for positive educational leadership. It defines educational leadership as strategically influencing and managing an educational organization to raise learning outcomes. The proposed model has several components: focusing on student outcomes, setting a vision and goals, effective communication, strategic resourcing, establishing a supportive environment, being knowledgeable about pedagogy, implementing systems of management and curriculum, problem-solving, and indirect influence on student achievement through these actions. The model aims to improve student outcomes through all these elements working together under the educational leader's guidance.
Some leadership models and how they might relate to education in the Cloud Karl Donert
The document discusses the differences between leadership and management. It states that leadership and management are distinct but complementary systems, with leadership focusing on generating change and management on producing order and consistency. It also outlines four main practices of management - planning, organizing, implementing, and monitoring/evaluating - and four practices of leadership - scanning, focusing, aligning/mobilizing, and inspiring. Additionally, it proposes a taxonomy of leadership with nine levels related to different leadership roles and responsibilities in a school.
Re-culture, Re-structure: Setting the Stage for a Successful Curriculum Mappi...Dr. Suad Alazzam
Curriculum mapping is not a mere process of gathering data on the school’s taught courses. Rather, it is an opportunity for improving the performance of the school as a learning organization. How can we ensure that the design of our curriculum mapping project is supportive of learning? The first step is to take care of needed contextual cultural and structural transformations.
The document discusses collective leadership strategies for developing cultures of high quality care. It emphasizes:
1) Prioritizing an inspirational vision and narrative focused on quality.
2) Setting clear, aligned goals and objectives at every level.
3) Promoting good people management, employee engagement, continuous learning and quality improvement.
4) Fostering teamwork, cooperation and integration through a values-based, collective leadership approach where leadership is shared across levels and expertise.
The Secret to Outstanding Student Growth/Teacher EffectivenessTripp Aldredge
1) Principals cannot improve schools alone and need an aligned instructional leadership team including teacher leaders, coaches, and assistant principals to implement initiatives and model cultural norms.
2) Effective leadership teams analyze student data weekly, make curriculum and staffing decisions, and provide coaching and feedback to groups of teachers.
3) Principals work to develop emerging leaders on their teams through observations, reflections, and increasing responsibilities over time to extend their leadership throughout the school.
Indian School of Business PGP IntroductionNeha Mehta
This document provides information about the Indian School of Business (ISB). It summarizes ISB's vision to be a top-ranked, research-driven business school that grooms future global leaders. It highlights the intensive 1-year PGP program and learning experiences, including case studies, leadership development, experiential learning and peer learning. It also describes ISB's campuses, faculty, alumni network, career services, placement statistics, recruiting companies and financing options like scholarships and loans.
The document outlines a leadership training program for Saudi Arabia. It begins with an overview of Saudi culture and how Islam and cultural traditions shape leadership styles in the country. It then discusses desired leadership behaviors such as lower power distance and a focus on hierarchy/equity. The proposed training program would assess participants, identify gaps between current and desired behaviors, and provide challenge and support to facilitate development. The goal is a leadership style rooted in Islamic principles but also effective in a global context.
The document provides information about a program offered by Smith on March 6-8 and June 12-13, 2017. The program aims to help executives develop a global mindset to analyze business strategy and processes impacted by globalization. It is intended for mid- to senior-level executives managing globally. The program differs through its experienced faculty focused on global strategy and leadership, practical international case studies, a global leadership assessment, three-month action learning projects, and presentations to senior international audiences. Participants will assess their global mindset and design individual development plans.
The document discusses educational leadership and proposes a model for positive educational leadership. It defines educational leadership as strategically influencing and managing an educational organization to raise learning outcomes. The proposed model has several components: focusing on student outcomes, setting a vision and goals, effective communication, strategic resourcing, establishing a supportive environment, being knowledgeable about pedagogy, implementing systems of management and curriculum, problem-solving, and indirect influence on student achievement through these actions. The model aims to improve student outcomes through all these elements working together under the educational leader's guidance.
Some leadership models and how they might relate to education in the Cloud Karl Donert
The document discusses the differences between leadership and management. It states that leadership and management are distinct but complementary systems, with leadership focusing on generating change and management on producing order and consistency. It also outlines four main practices of management - planning, organizing, implementing, and monitoring/evaluating - and four practices of leadership - scanning, focusing, aligning/mobilizing, and inspiring. Additionally, it proposes a taxonomy of leadership with nine levels related to different leadership roles and responsibilities in a school.
Re-culture, Re-structure: Setting the Stage for a Successful Curriculum Mappi...Dr. Suad Alazzam
Curriculum mapping is not a mere process of gathering data on the school’s taught courses. Rather, it is an opportunity for improving the performance of the school as a learning organization. How can we ensure that the design of our curriculum mapping project is supportive of learning? The first step is to take care of needed contextual cultural and structural transformations.
The document discusses collective leadership strategies for developing cultures of high quality care. It emphasizes:
1) Prioritizing an inspirational vision and narrative focused on quality.
2) Setting clear, aligned goals and objectives at every level.
3) Promoting good people management, employee engagement, continuous learning and quality improvement.
4) Fostering teamwork, cooperation and integration through a values-based, collective leadership approach where leadership is shared across levels and expertise.
The Secret to Outstanding Student Growth/Teacher EffectivenessTripp Aldredge
1) Principals cannot improve schools alone and need an aligned instructional leadership team including teacher leaders, coaches, and assistant principals to implement initiatives and model cultural norms.
2) Effective leadership teams analyze student data weekly, make curriculum and staffing decisions, and provide coaching and feedback to groups of teachers.
3) Principals work to develop emerging leaders on their teams through observations, reflections, and increasing responsibilities over time to extend their leadership throughout the school.
Indian School of Business PGP IntroductionNeha Mehta
This document provides information about the Indian School of Business (ISB). It summarizes ISB's vision to be a top-ranked, research-driven business school that grooms future global leaders. It highlights the intensive 1-year PGP program and learning experiences, including case studies, leadership development, experiential learning and peer learning. It also describes ISB's campuses, faculty, alumni network, career services, placement statistics, recruiting companies and financing options like scholarships and loans.
Organizational & Personal Training Need Analysis - the perfect starting point for a Training & Development Strategy. eLearning is especially useful for organizations that have a large number of individuals that require a homogenous learning environment. Ideally, the content remains rather fixed for a longer period of time.
For more info: https://www.globibo.com/ct/eLearning-implementation.php
#globibo #training
This document discusses capacity development at various levels. It defines capacity as the ability of individuals, organizations, and society to manage their affairs and perform tasks effectively. Capacity building involves strengthening knowledge, skills, and behaviors to allow organizations to meet goals sustainably with reduced reliance on external resources. Capacity development is a process of obtaining and improving skills needed to do jobs competently through change management. It occurs at the individual, group, organizational, institutional and societal levels. The key steps involve assessing needs, formulating and implementing a response, and evaluating results through monitoring and learning. Methods of organizational capacity development discussed include adjusting structures, creating learning organizations, communities of practice, knowledge management, and participatory action research. Barriers to
The document outlines the core principles and structure of an Ohio improvement process which relies on data, establishes leadership teams, and expects changes in performance and instructional practices. It introduces important terms and explains that the process shifts focus to teams that distribute leadership functions across levels to align work and ensure effective leadership. The purpose is to oversee the ongoing process through developing and monitoring district plans while focusing initiatives and supporting building-level teams.
Instructional leadership focuses on improving teaching and learning, while administrative leadership deals more with managerial tasks. Principals wear many hats and must balance these roles. However, principals often spend little time on instructional leadership due to other duties and a lack of training in this area. Good instructional leadership involves setting goals, monitoring lessons, allocating resources to support instruction, and understanding the classroom perspective. It transforms a school by articulating a vision, being supportive and empowering, and promoting change to benefit students. The characteristics of good instructional leadership include knowledge of change management, confidence, communication skills, and enthusiasm for bringing stakeholders together to improve outcomes.
Educational Leadership for Teachers and EducatorsTimothy Wooi
A glimpse of types of Educational Leadership for Teachers and Educators commonly practiced and situating appropriate Leadership styles aligned to 21st Century Teaching and Learning to apply in a School setting addressing current constant of school improvement- CHANGE!
This document outlines the key steps in a knowledge management model: it involves gathering both quantitative and qualitative data, cleaning and transforming that data into information by classifying and relating different elements, interpreting patterns in the information to develop knowledge, using that knowledge to participate in decision making and planning, applying the knowledge through both online and offline training as well as experiences, and evaluating the outcomes through learning analytics, post evaluation, and identifying lessons learned and good practices.
This document discusses peer coaching and collegial development groups. It defines peer coaching as a process where teachers observe each other's classrooms to provide constructive feedback to improve teaching skills. Collegial development groups allow teachers to be the richest source of knowledge about teaching by examining student work and teacher practice. There are two types of collegial development groups: study groups which explore new ideas and practices, and critical friends groups which focus on examining student work and teacher thinking through facilitated discussions. The document emphasizes that effective professional development capitalizes on teacher strengths through long-term collaboration and support between colleagues.
This document discusses career development and planning. It defines career as a sequence of positions occupied over a person's life. Career planning is a deliberate process for individuals to become aware of their skills, interests, opportunities, and career goals. For organizations, career planning helps identify employee needs and relate them to organizational goals. Theories of career development discussed include Super's stages of career growth, exploration, establishment, maintenance, and decline. Effective organizational career development involves challenging initial jobs, disseminating career information, assessments, counseling, and periodic job changes.
instructional leadership and transformational leadershipRobertus Narung
This document discusses and compares instructional leadership and transformational leadership. It provides definitions and characteristics of each type of leadership. Instructional leadership focuses on school improvement, curriculum development, and teacher support. Transformational leadership aims to build vision, provide intellectual stimulation, support individuals, set high expectations, and create a productive culture. Both leadership styles can stimulate improvement but also have weaknesses like taking time or not guaranteeing success. The document concludes that both instructional and transformational leadership can be applied situationally in schools.
This document outlines standards and leadership responsibilities for instructional leadership. It addresses instructional design and lesson planning, the learning environment, instructional delivery and assessment, professional development, and maintaining a positive learning environment. The standards emphasize aligning instruction to standards, using data, differentiated instruction, evaluating teachers, and cultivating a safe, inclusive environment for all students.
The document outlines indicators of instructional leadership in a school including that the school's mission and vision are clearly stated, the curriculum is aligned with goals, and a monitoring plan is established and implemented to regularly observe teachers and address development needs while making data-based decisions and promoting student achievement, learning, and partnerships with parents.
This document provides a summary of Billie J. Baker's experience and qualifications. It outlines her roles as an Educational Consultant and Program Director where she provides coaching, workshops and programs in areas like classroom management, leadership, and assessments. It also lists her experience as a Secondary Mathematics Teacher and includes her educational background.
Objective:
Identify the skills and characteristics of an instructional leader;
Apply the concepts and news about instructional leadership;
Analyse the roles and function of the principal as instructional leader;
Reflect on how the teacher can become an instructional leader; and Make a career plan
Credit to PhySci 3
The document discusses the role and competencies of an instructional leader. It identifies the top ten competencies which include fostering effective relationships, leading a learning community, understanding the larger societal context, being principled, organized, accessible, resourceful, a model, able to map and facilitate the curriculum, and able to use data to improve student achievement. It also outlines the seven domains of the Teacher Leader Model Standards which guide instructional leaders, including fostering collaboration, accessing research, promoting professional learning, facilitating instruction and learning, promoting assessment and data, improving family and community outreach, and advocating for student learning.
The document announces a day-long workshop on "Building World Class Organizations" to be jointly organized by the Government of Gujarat and AMA Centre for International Trade at the Marwadi Education Foundation's Group of Institutions campus on February 24, 2011. The workshop aims to discuss practices of world-class organizations and successful case studies, and addresses how to create a compelling vision, develop passion for work, focus on customers, lead innovation, ensure high quality, and involve all employees. It will be conducted by motivational trainer Mr. Vijay Batra and include psychometric tests to identify behaviors, understand moods, and create mind maps.
Teacher leadership in the minds of teachersdhanya97
This document discusses teacher leadership and strategies to encourage its adoption. It defines teacher leadership as "an ethical stance" that empowers teachers to shape education for the long-term benefit of students and communities. While teacher leadership signals changes, responses can be either embracing or resisting it. The document then examines theories of intrinsic and extrinsic motivation and how understanding teachers' needs and wants can inform strategies to motivate adopting teacher leadership roles. It also analyzes potential sources of resistance, such as traditional school structures, and proposes addressing these through training and clearly defining temporary leadership positions.
This document outlines 10 roles that teachers can take on as leaders: resource provider, instructional specialist, curriculum specialist, classroom supporter, learning facilitator, mentor, school leader, data coach, catalyst for change, and learner. It explains that teacher leaders assume a variety of roles to support school and student success and that many teachers can serve as leaders among their peers in both formal and informal ways.
This document summarizes a study examining teachers' perspectives on effective instructional leadership. The study found that principals who were effective instructional leaders used two main approaches: 1) talking with teachers to promote reflection, which included making suggestions, giving feedback, modeling, using inquiry, and giving praise; and 2) promoting professional growth, such as emphasizing study of teaching/learning, supporting collaboration, developing coaching relationships, encouraging program redesign, and applying principles of adult learning. Teachers reported these approaches increased their motivation, self-esteem, efficacy, and reflective teaching practices like innovation, risk-taking, and instructional variety.
141107 leadership and organisational developmentDenise Lofts
This document discusses leadership pathways, systems leadership, developing leadership mindsets and capabilities, and organizational transformation. It provides key points on leadership excellence and innovation, building cultures of collective efficacy, and developing leadership agility from achieving to enabling orientations. Systems leadership involves developing and leading improvements, acting as a curriculum innovator, and building capabilities to lead transformative change. Developing leadership requires both mindsets like self-awareness and capabilities like skills and expertise. Organizational effectiveness is built through cultures of innovation and personal and collective efficacy.
Career planning, development, succession planningRohini B. Agre
The document discusses career planning, development, and succession planning. It outlines the steps in career planning which include preparing skills inventories, developing career paths, training, and counseling. Succession planning ensures leadership continuity, retains intellectual capital, and encourages advancement. The steps in succession planning are preparing a management inventory, performance appraisals, retaining personnel, and staffing plans. Management development programs provide scientific training to enrich knowledge and skills. Organization development is a planned, organization-wide effort to increase effectiveness through behavioral interventions in processes.
Organizational & Personal Training Need Analysis - the perfect starting point for a Training & Development Strategy. eLearning is especially useful for organizations that have a large number of individuals that require a homogenous learning environment. Ideally, the content remains rather fixed for a longer period of time.
For more info: https://www.globibo.com/ct/eLearning-implementation.php
#globibo #training
This document discusses capacity development at various levels. It defines capacity as the ability of individuals, organizations, and society to manage their affairs and perform tasks effectively. Capacity building involves strengthening knowledge, skills, and behaviors to allow organizations to meet goals sustainably with reduced reliance on external resources. Capacity development is a process of obtaining and improving skills needed to do jobs competently through change management. It occurs at the individual, group, organizational, institutional and societal levels. The key steps involve assessing needs, formulating and implementing a response, and evaluating results through monitoring and learning. Methods of organizational capacity development discussed include adjusting structures, creating learning organizations, communities of practice, knowledge management, and participatory action research. Barriers to
The document outlines the core principles and structure of an Ohio improvement process which relies on data, establishes leadership teams, and expects changes in performance and instructional practices. It introduces important terms and explains that the process shifts focus to teams that distribute leadership functions across levels to align work and ensure effective leadership. The purpose is to oversee the ongoing process through developing and monitoring district plans while focusing initiatives and supporting building-level teams.
Instructional leadership focuses on improving teaching and learning, while administrative leadership deals more with managerial tasks. Principals wear many hats and must balance these roles. However, principals often spend little time on instructional leadership due to other duties and a lack of training in this area. Good instructional leadership involves setting goals, monitoring lessons, allocating resources to support instruction, and understanding the classroom perspective. It transforms a school by articulating a vision, being supportive and empowering, and promoting change to benefit students. The characteristics of good instructional leadership include knowledge of change management, confidence, communication skills, and enthusiasm for bringing stakeholders together to improve outcomes.
Educational Leadership for Teachers and EducatorsTimothy Wooi
A glimpse of types of Educational Leadership for Teachers and Educators commonly practiced and situating appropriate Leadership styles aligned to 21st Century Teaching and Learning to apply in a School setting addressing current constant of school improvement- CHANGE!
This document outlines the key steps in a knowledge management model: it involves gathering both quantitative and qualitative data, cleaning and transforming that data into information by classifying and relating different elements, interpreting patterns in the information to develop knowledge, using that knowledge to participate in decision making and planning, applying the knowledge through both online and offline training as well as experiences, and evaluating the outcomes through learning analytics, post evaluation, and identifying lessons learned and good practices.
This document discusses peer coaching and collegial development groups. It defines peer coaching as a process where teachers observe each other's classrooms to provide constructive feedback to improve teaching skills. Collegial development groups allow teachers to be the richest source of knowledge about teaching by examining student work and teacher practice. There are two types of collegial development groups: study groups which explore new ideas and practices, and critical friends groups which focus on examining student work and teacher thinking through facilitated discussions. The document emphasizes that effective professional development capitalizes on teacher strengths through long-term collaboration and support between colleagues.
This document discusses career development and planning. It defines career as a sequence of positions occupied over a person's life. Career planning is a deliberate process for individuals to become aware of their skills, interests, opportunities, and career goals. For organizations, career planning helps identify employee needs and relate them to organizational goals. Theories of career development discussed include Super's stages of career growth, exploration, establishment, maintenance, and decline. Effective organizational career development involves challenging initial jobs, disseminating career information, assessments, counseling, and periodic job changes.
instructional leadership and transformational leadershipRobertus Narung
This document discusses and compares instructional leadership and transformational leadership. It provides definitions and characteristics of each type of leadership. Instructional leadership focuses on school improvement, curriculum development, and teacher support. Transformational leadership aims to build vision, provide intellectual stimulation, support individuals, set high expectations, and create a productive culture. Both leadership styles can stimulate improvement but also have weaknesses like taking time or not guaranteeing success. The document concludes that both instructional and transformational leadership can be applied situationally in schools.
This document outlines standards and leadership responsibilities for instructional leadership. It addresses instructional design and lesson planning, the learning environment, instructional delivery and assessment, professional development, and maintaining a positive learning environment. The standards emphasize aligning instruction to standards, using data, differentiated instruction, evaluating teachers, and cultivating a safe, inclusive environment for all students.
The document outlines indicators of instructional leadership in a school including that the school's mission and vision are clearly stated, the curriculum is aligned with goals, and a monitoring plan is established and implemented to regularly observe teachers and address development needs while making data-based decisions and promoting student achievement, learning, and partnerships with parents.
This document provides a summary of Billie J. Baker's experience and qualifications. It outlines her roles as an Educational Consultant and Program Director where she provides coaching, workshops and programs in areas like classroom management, leadership, and assessments. It also lists her experience as a Secondary Mathematics Teacher and includes her educational background.
Objective:
Identify the skills and characteristics of an instructional leader;
Apply the concepts and news about instructional leadership;
Analyse the roles and function of the principal as instructional leader;
Reflect on how the teacher can become an instructional leader; and Make a career plan
Credit to PhySci 3
The document discusses the role and competencies of an instructional leader. It identifies the top ten competencies which include fostering effective relationships, leading a learning community, understanding the larger societal context, being principled, organized, accessible, resourceful, a model, able to map and facilitate the curriculum, and able to use data to improve student achievement. It also outlines the seven domains of the Teacher Leader Model Standards which guide instructional leaders, including fostering collaboration, accessing research, promoting professional learning, facilitating instruction and learning, promoting assessment and data, improving family and community outreach, and advocating for student learning.
The document announces a day-long workshop on "Building World Class Organizations" to be jointly organized by the Government of Gujarat and AMA Centre for International Trade at the Marwadi Education Foundation's Group of Institutions campus on February 24, 2011. The workshop aims to discuss practices of world-class organizations and successful case studies, and addresses how to create a compelling vision, develop passion for work, focus on customers, lead innovation, ensure high quality, and involve all employees. It will be conducted by motivational trainer Mr. Vijay Batra and include psychometric tests to identify behaviors, understand moods, and create mind maps.
Teacher leadership in the minds of teachersdhanya97
This document discusses teacher leadership and strategies to encourage its adoption. It defines teacher leadership as "an ethical stance" that empowers teachers to shape education for the long-term benefit of students and communities. While teacher leadership signals changes, responses can be either embracing or resisting it. The document then examines theories of intrinsic and extrinsic motivation and how understanding teachers' needs and wants can inform strategies to motivate adopting teacher leadership roles. It also analyzes potential sources of resistance, such as traditional school structures, and proposes addressing these through training and clearly defining temporary leadership positions.
This document outlines 10 roles that teachers can take on as leaders: resource provider, instructional specialist, curriculum specialist, classroom supporter, learning facilitator, mentor, school leader, data coach, catalyst for change, and learner. It explains that teacher leaders assume a variety of roles to support school and student success and that many teachers can serve as leaders among their peers in both formal and informal ways.
This document summarizes a study examining teachers' perspectives on effective instructional leadership. The study found that principals who were effective instructional leaders used two main approaches: 1) talking with teachers to promote reflection, which included making suggestions, giving feedback, modeling, using inquiry, and giving praise; and 2) promoting professional growth, such as emphasizing study of teaching/learning, supporting collaboration, developing coaching relationships, encouraging program redesign, and applying principles of adult learning. Teachers reported these approaches increased their motivation, self-esteem, efficacy, and reflective teaching practices like innovation, risk-taking, and instructional variety.
141107 leadership and organisational developmentDenise Lofts
This document discusses leadership pathways, systems leadership, developing leadership mindsets and capabilities, and organizational transformation. It provides key points on leadership excellence and innovation, building cultures of collective efficacy, and developing leadership agility from achieving to enabling orientations. Systems leadership involves developing and leading improvements, acting as a curriculum innovator, and building capabilities to lead transformative change. Developing leadership requires both mindsets like self-awareness and capabilities like skills and expertise. Organizational effectiveness is built through cultures of innovation and personal and collective efficacy.
Career planning, development, succession planningRohini B. Agre
The document discusses career planning, development, and succession planning. It outlines the steps in career planning which include preparing skills inventories, developing career paths, training, and counseling. Succession planning ensures leadership continuity, retains intellectual capital, and encourages advancement. The steps in succession planning are preparing a management inventory, performance appraisals, retaining personnel, and staffing plans. Management development programs provide scientific training to enrich knowledge and skills. Organization development is a planned, organization-wide effort to increase effectiveness through behavioral interventions in processes.
This document discusses developing teacher leadership. It covers leadership qualities, roles, styles and steps to success. It also discusses leadership skills like facilitating conversations, planning meetings and instructional leadership.
It introduces teacher leadership continuums and resources. One continuum focuses on emerging teacher leadership and covers adult development, dialogue, collaboration and organizational change.
Teachers are asked to rate their growth in these areas and discuss how to support growth. A leadership hierarchy is presented, with levels ranging from highly capable individual to executive. Teachers are asked to identify their current level and considerations for advancing. The document concludes with resources for leadership development.
This document explains about how to maximize leadership, the importance of team in a leadership, skills to be developed to be a good leader, and so on....
Senior Mangers , Managers , Team Leaders who have gained experience of managing people and who now want to enhance/ compliment their management skills with the process and tools to drive strategic Leadership as a way of increasing their overall performance and that of their team.
"Project Management is the essential skills that is needed by any industry and organisation in this 21st Century no matter how big or small it is."
This is because the world is changing and transforming rapidly every day. As a resident of this world, we need to adopt and adapt the changes and demands into our life and organisation consistently. One of the top 3 skills that meets these rapidly changing demands is project management skills. Becoming the project management practitioner, you will be empowered and entrusted to help the organisation to align to its strategies and realising the vision.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
The document discusses curriculum development at the secondary level in Pakistan. It covers the following key points in 3 sentences:
It defines curriculum and discusses the importance of curriculum development, including clear goals and purposes, improved teaching quality, and continuous assessment. It outlines four approaches to curriculum - behavioral, managerial, systems, and humanistic. It also discusses the principles, aspects, and process of curriculum development, including establishing objectives, developing study schemes and syllabi, instructional materials, teacher training, and implementation.
Center for Leadership and Development training Solutions Eli Sabatier
Are you looking for a robust and effective training solution for your organization? At New Horizons of South Florida we have the training and development solution and resources to help your organization increase productivity, efficiency, communication, and help build a winning culture and mold outstanding leaders.
This document outlines approaches to developing professional leadership skills, including mentoring, performance evaluations, and training. It then describes an innovative leadership certificate program that was adapted from established programs. The certificate program is tailored for executives and mid-level leaders in disability services and includes topics like self-assessment, communication, change management, strategic planning, and developing others. The goal is to develop the next generation of leadership for disability services organizations.
HR Professional Practice Standards Launch - Marius MeyerSABPP
The document discusses the development of HR Professional Practice Standards (PPS) in South Africa. It provides context on the development of PPS as more specific standards that supplement the broader HR Management System Standard. 19 initial PPS were developed through collaboration in areas like workforce planning, learning and development, performance management, and leadership development. Feedback from HR practitioners was positive and saw PPS as revitalizing HR practice. The document outlines next steps like expanding PPS coverage and resources to help practitioners apply the standards.
Training and development help employees and organizations in several ways. They involve assessing needs, designing programs, implementing training, and evaluating effectiveness. The goal is to provide employees with skills, education, and opportunities to grow. This benefits organizations through improved performance, productivity, and morale, and benefits individuals through career development, satisfaction, and self-improvement. Proper training and development are important for organizational success.
This document outlines an overview and agenda for a training programme on management principles and practices. The programme covers topics such as management skills, team productivity, decision-making, leadership, communication, motivation and managing diversity. Sessions include lectures, group discussions and activities related to management functions, delegation, problem-solving techniques, leadership styles, building relationships and motivating employees. The overall goal is to provide managers with tools and strategies for effective management and high performing teams.
This document discusses career management and development. It begins by defining key terms like career, advancement, and career development. It then outlines the process of career planning, including self-assessment and goal setting. Various models of career development are presented, including stages of adult development, traditional models based on career stages, and organizationally-oriented approaches. The roles of individuals and managers in career management are described. Finally, the document discusses best practices for delivering effective career development systems within organizations.
This document discusses leadership and the key responsibilities of effective leadership. It defines leadership as mobilizing others to take action. A leader focuses externally on transforming culture, while a manager focuses internally on day-to-day operations. The five practices of exemplary leadership are modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. Effective leadership requires having a clear vision, mission, values, and strategies along with skills in communication, staff development, diversity, fundraising and sustainability.
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
This document provides an overview of leadership and management concepts for a Level 5 Award in Leadership and Management Skills program. It discusses definitions of leadership and management, different leadership styles including trait, behavioral, contingency and transformational theories. It also covers team roles, stages of team development, and characteristics of effective teams. Activities are included to help participants assess their own leadership style and the prevailing styles in their organization, as well as team roles and problem solving. The next session will focus on motivation, emotional intelligence and employee engagement.
1. The document provides an overview of student development and career development theories that can be applied in student affairs practice. It summarizes several key theories including Chickering's theory of identity development, cognitive information processing theory, and a two-dimensional model of career readiness.
2. Theories of student development are meant to understand challenges facing college students and design effective approaches to facilitate student growth. Career development considers economic, social, psychological, and other factors that shape career paths.
3. Cognitive information processing theory views career problem-solving as involving thinking, emotions, and action. It includes a pyramid of information processing and a CASVE cycle for decision-making. The two-dimensional model assesses student readiness and
This document discusses organizational development (OD) techniques. It defines OD as a planned, systematic process of organizational change based on behavioral science research and theory, with the goal of creating adaptive organizations capable of transformation. Some key OD techniques discussed include survey and feedback, process consultation, sensitivity training, the managerial grid, quality circles, team building, and management by objectives. The document provides brief descriptions of each technique and how they are used in OD.
A presentation to UNCP Spring 2013 Student Interns on the relationship between the NC Educator Evaluation System for inservice teacher and the pre-service rubric and the Certification of Teaching Capacity form.
Similaire à Developing Leadership Competencies IESE Program (20)
The document provides eight maxims for enjoying life and work: 1) Accept imperfection in yourself and others instead of making unreasonable demands or playing the victim. 2) Minimize your ego by having humility and being able to laugh at yourself instead of trying to appear perfect. 3) Shake off pressure from others' opinions by working out your own values with common sense instead of trying to please everyone. 4) Give purpose to your life by having clear goals to guide your actions instead of working without purpose or giving up when facing setbacks. 5) Live passionately by finding challenges that match your ambition instead of losing your sense of humor or letting fear paralyze you. 6) Don't get overwhelmed by freeing yourself from the
Este documento presenta 8 máximas para vivir y trabajar disfrutando. Cada máxima ofrece consejos para aceptar la imperfección, minimizar el ego y liberarse de la presión externa con el fin de darle un sentido a la vida y enfrentar la adversidad con valentía y pasión en lugar de defensivamente.
Guide to not getting lost in the remote work/office work mixIESE Business School
This document provides a guide to hybrid work models that combines remote work and office work. It includes illustrations and definitions of key concepts like the suitable conditions and quantities of remote vs office work, who is well-suited for a hybrid model, good practices for employees, when meetings should be online vs in-person, user journey examples, how organizations can adapt, and prototypes for leaders, employees, offices and remote work setups. The goal is to help both employees and organizations understand and implement flexible work models.
Guía para no perderse en el ‘mix’ de trabajo remoto/trabajo en la oficinaIESE Business School
¿Cuáles son condiciones adecuadas para desarrollar el trabajo en remoto y el trabajo presencial? ¿Qué circunstancias determinan que una reunión funcione mejor en formato virtual o presencial? ¿Existe o no un candidato ideal para el modelo híbrido? Descúbrelo con esta guía infográfica.
In the wake of COVID-19 disruptions and redoubled sustainability efforts, governments, companies and consumers are using innovation and strategic thinking to reclaim products' value beyond a first lifecycle. Here's an introduction to the circular economy's basic concepts -- the 9Rs -- with examples.
La economía circular pretende redescubrir el valor de los productos más allá de su primer ciclo de vida, e innovar para volverlos a introducir en el mercado. Este proceso pueden llevarlo a cabo Gobiernos, empresas y consumidores siguiendo alguna de estas nueve estrategias.
Durante esta crisis, en la que todo se ha ralentizado de manera obligada, la secuencia de pensamiento LIFe- te ofrece cuatro elementos para contribuir a la construcción de un mundo mejor.
Measuring the social impact of your company is crucial to determining if your initiatives are generating positive change in society. This Notebook from IESE 's caixabank Chair in Corporate Social Responsibility breaks down the keys to carrying out a good analysis.
Medir el impacto social de tu empresa es crucial para determinar si tus iniciativas están generando un cambio positivo en la sociedad. Philip Muller y Joan Fontrodona desglosa las claves para realizar un buen análisis en este cuaderno de la Cátedra Caixabank de Responsabilidad Social Corporativa del IESE.
As lockdowns are lifted, companies are getting back to their businesses riddled with uncertainty. Drawing from experiences after natural disasters and terrorist attacks, Joan Fontrodona and Philip Muller offer a series of guidelines to organize "operation return."
A medida que se va levantando el confinamiento, las empresas retoman una actividad plagada de incertidumbre. Tomando como ejemplo experiencias en desastres naturales y ataques terroristas, Joan Fontrodona y Philip Muller ofrecen una serie de pautas para organizar la operación retorno.
Para innovar con mayor rapidez y eficiencia, las empresas tratan de imitar el ambiente de una 'lean startup' en espacios que fomentan el trabajo en equipo y la colaboración. Estas son las cuatro estrategias inmobiliarias que emplean las empresas para mejorar su atractivo.
Con 2001: una odisea del espacio, el director de cine Stanley Kubrick supo adelantarse al futuro. Estos son los cuatro pasos del genial cineasta para crear innovaciones que años más tarde se harían realidad.
La pobreza energética es un problema en Kenia. La Cátedra Fuel Freedom de Energía y Desarrollo Social del IESE identifica oportunidades de mejora relacionadas con la generación de energía y su uso en el transporte, la cocción de alimentos y la producción de fertilizantes.
Energy poverty is a problem in Kenya. IESE’s Ahmed Rahnema examines current challenges in the country’s power generation, quest for alternative fuels, cooking needs and fertilizer production – and offers possible solutions, as well as prime investment opportunities.
El documento habla sobre cómo las empresas pueden fomentar la denuncia de irregularidades de manera ética. Sugieren que las políticas de denuncia deben tener en cuenta factores como el alcance, los canales de denuncia de manera anónima, y los incentivos morales y financieros para los empleados. También es importante que los empleados conozcan la política de denuncia y que los directivos den ejemplo de integridad.
Wrongdoing and corruption come with high social costs. And no country is immune. Antonino Vaccaro, Gianmichelle Potito and Enrique Aznar offer five keys to putting effective whistleblowing policies into place.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
2. Developing Leadership CompetenciesIESE Business School
Benefits
• Invigorate your leadership style
through enhanced self-management
• Cultivate a coaching style that
inspires, motivates and mobilizes
others
• Acquire the requisite mindset and
frameworks to spearhead change
and spark positive organizational
transformation
3. Developing Leadership CompetenciesIESE Business School 3
Content
• Self-Leadership
and Purpose
• Personality Assessment
(Test: TCI-R)
• Cognitive Styles
and Preferences
(Test: Self-Assessment
Exercise)
• Leadership Competencies
(Test: IESE 360º)
• Global Assessment
Overview
DAY 1
Leadership
Assessment
• Personal and
Professional Career
• Self-Leadership
Strategies
• Relational Leadership
• Developing Your Action
Plan
DAY 2
Personal Leadership
Development
• Interpersonal
Communication
• Managing Interpersonal
Conflict
• High-Performance Teams
• Talent Development
DAY 3
Interpersonal
Leadership
• Creating Leadership
Contexts
• Organizational
Governance
• Full Leadership
(personal, interpersonal
and organizational)
• Program Conclusions
and Wrap-Up
DAY 4
Organizational
Leadership and Change
4. Developing Leadership CompetenciesIESE Business School
What do they say?
“Excellent Program, both content and structure!
Excellent professors! …I strongly engaged in
self-awareness and self-reflection which was
my main goal in attending this Program.”
Cyril Cisinksi
Managing Director . Wacker Chemicals Middle East
“Surprisingly refreshing view of business
world as an opportunity to grow yourself
and to improve the potential of others.”
Panos Konstantopoulos
Head of Unit. Internal Market Committee . European Parliament
5. Developing Leadership CompetenciesIESE Business School 5
Class Profile
BY AGE BY HIERARCHYBY SECTOR
Financial
12%
Industry & Mining
9%
Other
64%
Health
7%
Food & Drink
8%
Board Director
17%
Vice-President
17%
Consultant
11%
Deputy Manager
17%
Other
38%
<=35
8%
35-40
17%
40-45
28%
45-50
21%
50-55
16%
55+
10%
6. Developing Leadership CompetenciesIESE Business School 6
Faculty
Senior Lecturer of Managing
People in Organizations
PhD in Economics, Universitat
Internacional de Catalunya
Specialist in Social and
Preventive Medicine (Mental
Health), Università degli Studi
di Roma La Sapienza
Alberto Ribera
Associate Professor of Managing
People in Organizations
PhD and MS in Organizational
Behavior, Haas School of
Business at the University
of California, Berkeley
BS in Psychology, Tufts University
Sebastien Brion
Associate Professor of Managing
People in Organizations
PhD in Organizational Behavior,
Harvard University
MBA, Southern Methodist
University
John Almandoz
Professor of Managing
People in Organizations
PhD in Management, HEC,
University of Lausanne
Master in International Business,
National Taiwan University
Yih-Teen Lee
Academic Director