Leadership Styles, Postgraduate Short Course, in Dubai Durban KL London Abuja Accra Amman Colombo Wolv Nairobi New Delhi, and Online

HRODC Postgraduate Training Institute, Providing Postgraduate Diploma; PG Certificate; & PG Short Courses, in Dubai, London, Kuala Lumpur, Colombo, New Delhi, Islamabad, Abuja, Accra, Lagos, Lusaka, Paris, Wolverhampton, Birmingham, Banjul, Amman, Doha, Kuwait, Cairo, Manama, Nairobi, Jeddah, etc. & Online.

Course #049, Leadership Styles Course, Leading to Diploma – Postgraduate – in Leadership Styles, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with 150 additional Credit-Hours, and Postgraduate Diploma, with 330 additional Credit-Hours.  Course Contents include – Seminar: Managers’ Responsibility for the Effective Functioning of Organisation, Division and Department Functions, Effectively, Affecting Workers’ Behaviour towards Effective Task Performance, Managers’ Choice of Options to Effect Behavioural Change, Ensuring Subordinates’ Conformity to Behavioural Expectations,

 

Options as Administrative Strategies, The General Use of The Concept of Strategy, A Management or ‘Administrative Strategy, ‘Administrative Strategy’ and Worker-Conformity to Behavioural Expectations, ‘Puissance’ as Choices towards Organisational Functioning, Puissance, as ‘Will’ or ‘Force’, ‘Puissance’  as Force, ‘Puissance’ as ‘Assent’, The Concept of Power, The Concept of Authority, Legitimate Authority, Puissance and the ‘Managerial Leader’, The Managerial Leader and Power and Authority, Implicit and explicit subordinate agreement, The concept of Power, Power and Organizational Resources, The Concept of Authority, The Second Facet of Authority. London UK Leadership Styles Seminar or Course, Leading to Diploma – Postgraduate – in Leadership Styles

 

Leadership Styles Seminar or Course, Leading to Diploma – Postgraduate – in Leadership Styles, Accumulating to a Postgraduate Diploma. Click to download the PDF brochure for this Course.

Course Co-ordinator:

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

 Duration: 20 Days (4 Weeks)

 

Course Cost: £20,000.00 Per Delegate

 

The course cost does not include living accommodation. However, students and delegates are treated to the following:

*        Free Continuous snacks throughout the Event Days;  

*        Free Hot Lunch on Event Days;                           

*        Free City Tour;             

*        Free Stationery;                               

*        Free On-site Internet Access;

*       HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

*       Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

 

*       HRODC Postgraduate Training Institute’s Leather Conference Folder;

*       HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

*       HRODC Postgraduate Training Institute’s Key Ring/ Chain;

*       HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

*       HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

*       HRODC Postgraduate Training Institute’s Metal Pen;

*       HRODC Postgraduate Training Institute’s Polo Shirt.

 

  Daily Schedule: 9:30 to 4:30 pm.

 Location:  Central London and International Locations

 

For Whom Designed?

This Leadership Style Seminar or Course is Designed for:

Senior Managers;

Middle Managers;

Junior Managers,

Those Enroute to Management;

All Management Aspirants;

Lecturers;

Consultants;

Organisational Development Practitioners;

Project Leaders;

Team Leaders;

Managing Directors;

Executive Directors;

Divisional Managers;

Departmental Managers;

Supervisors;

Team Facilitators;

All others who are desirous of gaining an enhanced understanding of, and practical exposure to, the use and implications of Administrative Strategies, the general and specific role expectations of leaders and managers and the ascription of Leadership Styles, and the organisational structure to which each might be associated.

 

Leadership Styles Seminar or Course, Leading to Diploma – Postgraduate – in Leadership Styles, Accumulating to a Postgraduate Diploma. Click to download the PDF brochure for this Course.

 

Objectives

By the conclusion of the specific developmental and learning activities, delegates will be able to:   

Distinguish between control and influence administrative strategies

Demonstrate their understanding of the positive and negative implications of a manager’s choice of administrative strategy for the management of his or her organisation

Demonstrate an understanding of the relationship which exists between administrative strategy and leadership style

Assess the leadership style of a superior or colleague

Demonstrate an understanding of the relationship between a manager’s leadership style and the type of structure which he or she is likely to implement

Demonstrate their ability to carefully select administrative strategies so as to promote leader and organisational flexibility

Propose ways of reducing cultural infringement in their choice of strategy

Demonstrate their Understanding of Managers’ Responsibility for Tasks Performance

Effectively Illustrate the extent to which Managers have Responsibility for the Effective Functioning of Organisation, Division and Department

Devise ways of Affecting Workers’ Behaviour towards Effective Task Performance

Address Managers’ Choice of Options towards Effect Behavioural Change

Relate Managers’ Effort for Ensuring Subordinates’ Conformity to Behavioural Expectations

Suggest the Options that Managers have to employ Administrative Strategies

Demonstrate an understanding of the General Use of The Concept of ‘Strategy’

Demonstrate a heightened understanding of Management or ‘Administrative Strategy’

Exhibit an understanding of the relationship between ‘Administrative Strategy’ and Worker-Conformity to Behavioural Expectations

Explain the concept of ‘Puissance’ as ‘Choices’ towards Organisational Functioning

Explain the concept of Puissance, as ‘Will’ or ‘Force’

Demonstrate their understanding of ‘Puissance’ as Force and ‘Assent’

Distinguish between the Concepts of Power and Authority

Suggest the relationship between Puissance and the ‘Managerial Leader’

Address the extent to which a Managerial Leader has both Power and Authority

Distinguish between Implicit and explicit subordinate agreements

Resolve the relationship between a Manager’s Power and his or her Control of Organizational Resources

Illustrate their understanding of the often forgotten facet of Authority (The Second Facet of Authority)

Present an ‘internalised’ understanding of the Concept of Influence

Provide a Practical Illustration of Power, and ‘Control’ as an affective ‘domain’

Explain Control as an Administrative Strategy

View Influence as an Administrative Strategy

Demonstrate their understanding of Normative Re-Educative Administrative Strategy

Demonstrate their Rational Empirical Administrative Strategy

Internalise the Place of Reward and Punishment in Affecting Workers’ Behaviour

Explain the Place of Threat or Promise in Affecting Workers’ Behaviour

Resolve the Issue of ‘Threat and Fear VS Promise and Positive Expectation’

Successful Debate the Authority and its ‘Affect’ on Workers’ Behaviour 

Explain how Managers might Influence Workers’ Behaviour, without the Threat of Force

Demonstrate their ability to Apply the Control Administrative Strategy

Regard Reward as a Positive Reinforcement

Apply the Influence Administrative Strategy in a Realistic Situation

Suggest the Relationship between Leadership Style and the Influence Administrative Strategy

Demonstrate their understanding of the relationship between the Control Administrative Strategy and the Theory X Leadership Style

Explain Leadership Styles as a ‘Non-Conscious’ Decision of Managers

View Leadership Style as an Ascribed ‘Status’

Distinguish between Leadership Style and ‘Leader Behaviour’

Explain Leadership Style using the Concept of ‘Flexion’

Exemplify Leadership Styles as Managers’ Choice of Administrative Strategies

Illustrate the extent to which Influence Strategy relates to ‘Theory Y’ Leadership Style

Explain the Leadership Style Continuum

Demonstrate a heightened understanding of Leadership Style and Latent Behaviour

Link Particular Leadership Style with Subordinates’ Manifest Behaviour

Explain Leadership Style as a Motivating Factor

Assess the relationship between Leadership Style and the Contingency Approaches

Debate the relationship between Leadership Style and Organisational Structure

View Organisational Structure as a Leadership ‘Choice’

Illustrate the Link between Theory X Leadership Style and the Functional Structure

Associate Theory X Leadership Style with the Divisional Structure

Assess the relationship between Theory X Leadership Style and the Matrix Structure

Indicate that they understand the relationship between Leadership Styles and Structural Relationships

Represent the Leadership Style and Communication

Associate Leadership Style with Levels of Role Specificity

Demonstrate an awareness of the relationship between Contingency Approaches to Leadership and Environmental Variables

Advise on the extent to which Leadership and Environmental Variables, Affect Organisations

View Contingency Approaches to Leadership  as a Departure From The Universalist Approaches to Leadership 

 Link Contingency Approaches to Leadership  and Trait and ‘Style’ Approaches to Leadership   

Assess the value of Contingency Approaches to Leadership, in relation to the Environment, Technology and The Work to Be Done

Relate Contingency Approaches to Leadership to Superior-Subordinate Relationships

Vocalise’ the relationship between the Contingency Approaches to Leadership and Employee Development

Demonstrate an understanding of the emphasis that Contingency Approaches to Leadership places on Leader-Behaviour Variation

Link Contingency Approaches to Leadership with Phases of Team Development

Illustrate the link between Contingency Approaches to Leadership and Managerial Control

Provide practical evidence of the contribution that Contingency Approaches to Leadership makes to  Role Induction

Associate Contingency Approaches to Leadership with Managerial Inflexibility

Provide a guide to the assumption that Contingency Approaches to Leadership holds for Reward Management

 Show the link between Low LPC Managers  and Theory X Leadership Style

Chart the relationship between High LPC Managers Theory Y Leadership Style

Defend Managers’ Responsibility for Tasks Performance

   

Leadership Styles Seminar or Course, Leading to Diploma – Postgraduate – in Leadership Styles, Accumulating to a Postgraduate Diploma. Click to download the PDF brochure for this Course.

 

Content, Concepts and Issues

Managers’ Responsibility for the Effective Functioning of Organisation, Division and Department Functions Effectively

Affecting Workers’ Behaviour towards Effective Task Performance

Managers’ Choice of Options to Effect Behavioural Change

Ensuring Subordinates’ Conformity to Behavioural Expectations

Options as Administrative Strategies

The General Use of The Concept of Strategy

A Management or ‘Administrative Strategy’

‘Administrative Strategy’ and Worker-Conformity to Behavioural Expectations

‘Puissance’ as Choices towards Organisational Functioning

Puissance, as ‘Will’ or ‘Force’

‘Puissance’  as Force

‘Puissance’ as ‘Assent’

The Concept of Power

The Concept of Authority

Legitimate Authority

Puissance and the ‘Managerial Leader’

The Managerial Leader and Power and Authority

Implicit and explicit subordinate agreement

The concept of Power

Power and Organizational Resources

The Concept of Authority

The Second Facet of Authority

The Concept of Influence

Power, and ‘Control’ as affective ‘domain’

Control as an Administrative Strategy

Influence as an Administrative Strategy

Normative Re-Educative Administrative Strategy

Rational Empirical Administrative Strategy

The Place of Reward and Punishment in Affecting Workers’ Behaviour

The Place of Threat or Promise in Affecting Workers’ Behaviour

‘Threat, Promise, Fear or Positive Expectation’

Authority and its ‘Affect’ on Workers’ Behaviour 

Influencing Workers’ Behaviour – Without The Threat of Force

Application of the Control Administrative Strategy.

Reward as a Positive Reinforcement

Application of The Influence Administrative Strategy

Leadership Style Defined

Leadership style and the Influence Administrative Strategy

Leadership style and the Control Administrative Strategy

The Theory X Leadership Style

The Theory Y Leadership Style

Leadership Styles and ‘Non-Conscious’ Decision of Managers

Leadership Style as an Ascribed ‘Status’

Distinguishing Leadership Style from ‘Leader Behaviour’

Leadership Style and the Concept of ‘Flexion’

Leadership Styles and Managers’ Choice of Administrative Strategies

Influence Strategy and ‘Theory Y’ Leadership Style

A ‘Theory X’ Leadership Style

The Leadership Style Continuum

Leadership Style and Latent Behaviour

Leadership Style and Manifest Behaviour

Leadership Style as a Motivating Factor

Leadership Style and the Contingency Approaches

Leadership Style and Organisational Structure

Organisational Structure as a Leadership ‘Choice’

Theory X Leadership Style and the Functional Structure

Theory X Leadership Style and the Divisional Structure

Theory X Leadership Style and the Matrix Structure

Leaderships and Structural Relationships

Leadership Style and Communication

Leadership Style and Role Specificity

Contingency Approaches to Leadership and Environmental Variables

Leadership and the Environmental Variables, Which Affect Organisations

Contingency Approaches to Leadership  as a Departure From The Universalist Approaches to Leadership 

 Contingency Approaches to Leadership  and Trait and ‘Style’ Approaches to Leadership   

Contingency Approaches to Leadership and The Environment, Technology and The Work To Be Done.

 Contingency Approaches to Leadership and Superior-Subordinate Relationships

Contingency Approaches to Leadership and oF Employee Development

Contingency Approaches to Leadership and Leader-Behaviour Variation

Contingency Approaches to Leadership and Phases of Team Development

 Contingency Approaches to Leadership and Managerial Control

Contingency Approaches to Leadership and  Role Induction

Contingency Approaches to Leadership and Managerial Inflexibility

Contingency Approaches to Leadership and Reward Management

 Low LPC Managers  and Theory X Leadership Style

High LPC Managers Theory  Y Leadership Style

 

 

Leadership Styles Seminar or Course, Leading to Diploma – Postgraduate – in Leadership Styles, Accumulating to a Postgraduate Diploma. Click to download the PDF brochure for this Course.

 

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