This program provides concise summaries of predesigned leadership development programs offered by the Centre for Experiential Leadership Learning. The programs are grouped into categories including personal effectiveness, leadership levels from first time managers to senior managers, and specialized topics such as tough leadership, personal leadership, and result oriented leadership. Each program aims to help participants strengthen skills relevant to their career level through interactive exercises, case studies, and other experiential learning methods.
2. 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
3. personal
effectiveness
a program for entry level employees in organization
4. Objectives
Develop positive attitude
Understand locus of control
For any leader to be successful, he shall be clear about
Measuring self-efficacy his role and duty to be performed for the role. He shall
have clarity about the skills, knowledge and attitude
Being self-motivated
required to perform the particular task. And, he shall be
provided right contextual environment in which he can
Shouldering responsibility
carry out his prescribed duty. Leader shall be conscious
Being committed about his role, duty, knowledge, skills, and attitude to
become effective.
Develop adaptability
Performance enhancement
Bring result orientation
5. Positive
attitude
Time Locus of
Management control
Self-
Versatility
motivation
Coping Response-
mechanism ability
Commitment
6. leadership
for
first time
managers
a program for newly promoted managers
7. Objectives
Understand meaning of leadership
Developing leader in you
Replacing shyness with confidence This program is designed especially for executives who
have been promoted to managerial positions. Through
Be assertive without appearing aggressive
this program, participants learn how to deal with
people effectively, get job done by them and improve
From functional ability to managerial ability
the overall performance of their team. We help
Overcome self-doubt and self-denial participants to develop basic leadership qualities.
Strengthening relationships through
communication
Speak up, make your point and win support
Deal effectively with difficult people
Bring result orientation
8. Content Framework
Nature of managerial work
Exploring leadership – a personal Leader’s traits and skills
odyssey
Typical activity patterns of managerial
Specific traits related to effective
work
The qualities approach leadership
The content of managerial work
The group or functional approach The Big Five personality traits
Applications for managers
Leaders or managers? Managerial skills and effectiveness
Leadership and management
The situational approach Situational relevance of skills
Difference between leadership and
Levels of leadership Leadership attitudes (Theory X & Y)
management
Motivation
Communication Skills
The motivation process
The importance of effective Diagnosing work performance problems
communication Fostering motivating work environment
The focus on accuracy Elements of effective motivation
What is supportive communication? Establish clear performance expectations
Principles of supportive communication Content motivation
Sending messages and giving instructions Process motivation
Listening actively Reinforcement process
Fostering culture of feedback Integrative model of motivation enhancement
9. leadership
for
middle
managers
a program for middle managers
10. Objectives
Unlearning about leadership
Real meaning of leadership
Differentiating leadership from management This program helps participants to increase awareness
about themselves, their learning style, and leadership
Increasing self-awareness
style. Through this program, participants learn to develop
holistic perspective for organization by developing more
Defining personal value system
leaders, creating strategic alignment, and striving for
Identifying your learning style continuous improvements.
Becoming familiar with dominant leadership
style
Developing people through constructive
communication
Developing feedback mechanism
11. Content Framework
Leadership Styles Delegation
Ohio State leadership studies; Michigan leadership studies; Blake and Mouton’s Varieties of delegation; Potential advantage of delegation; Advantage of
managerial (leadership) grid; Leadership continuum of Tannenbaum & Schmidt ; empowered delegation; Reasons for lack of delegation; Deciding when to
Specific task behaviors; Specific relations behaviors delegate; Deciding how to delegate effectively; Guidelines for delegation
Communication Skills Problem Solving
The importance of effective communication; The focus on accuracy; What is
Defining problem; Generating alternative; Evaluating alternatives; Implementing
supportive communication?; Principles of supportive communication; Sending
the solution; Four types of creativity; Key dimensions of creativity; Conceptual
messages and giving instructions; Listening actively; Fostering culture of
blocks; Conceptual blockbusting; Ways to generate more alternatives
feedback
Motivation Conflict Management
The motivation process; Diagnosing work performance problems; Enhancing Conflict – everyday; Mixed feelings about conflict; Diagnosing the type of
individual’s abilities; Fostering motivating work environment; Elements of interpersonal conflict; Conflict source; Conflict resolution; Conflict management
effective motivation program; Establish clear performance expectations; approach; Conflict management styles; Selection factors; Collaborating conflict
Content motivation; Process motivation; Reinforcement process; Integrative management style; Four phases of collaborative problem solving; Management
model of motivation enhancement of agreement
Empowerment Managing Your Boss
The meaning of empowerment; Dimensions of empowerment; Relationship Misreading the boss-subordinate relationship; Understanding the boss and
between dimensions and prescriptions for empowerment; Nature of yourself; The boss’s world; You and your needs; Relationship management
psychological empowerment; Consequences of empowerment; Facilitating
conditions for empowerment; How leaders can increase empowerment;
Inhibitors to empowerment; Practical suggestions for empowering others
12. leadership
for
senior
managers
a program for senior managers
13. Objectives
Create a vision
Inspire people for better performance
Gain cooperation at every level
This program focuses on manager’s capabilities to go
Lead a winning team, department or
organization along with people, in all aspects covering from setting a
vision to executing it, inspiring and empowering
Empower others to deliver results
employees to aligning their efforts, setting standards to
Recognize individual and team success adhering to it.
Define performance standard and hold people
accountable
Align performance goals with strategy
14. Content Framework
Leading change Power and influence
Change processes in Power & authority; Lack of power;
Organizations; Tendencies Abuse of power; Outcomes of influence
toward stability ; Resistance Attempts; Influence process; Influencing
to change; Stages in change strategies: the 3 Rs; Model of power and
Process; Stages in reaction Influence; Power types and sources; How
to change; Different types of power is acquired or lost; Consequence
organizational change; of position and personal power;
Framework for leading positive Influence tactics
change ; Creating readiness for
Change; Influencing organization
Transformational leadership Culture & Developing a vision
Transactional and transformational Politics and leadership
leadership; Factors of transformational
Leadership; Leader behavior; Influence process; The nature of organizational
Facilitating conditions politics; Networking;
Stress and leadership Reciprocity; Coalitions;
Guidelines for developing
Major elements of stress; General political skills
model of stress; Reactions to
stress; Coping with stress;
Managing stress; Stressors &
Strategic Leadership Styles eliminating stressors;
Collaboration and emotional
intelligence; Work redesign;
Relative preferences; Impact of style
Developing resiliency; Temporary
on organization; Work group and pattern;
stress reduction techniques
To know appropriate leadership style
15. tough
leadership
a program for tough part of leadership
16. Objectives
Tough Leadership
Focusing on results
Driving hard by extending reach This program focuses on tough components of
leadership, by stretching horizon, and making people
Stretching horizon
extend their reach. To get outstanding results, leader
needs to push people towards a wall, for benefits of
Being touch with people
bigger purpose, let people achieve the share of their
Encouraging constructive conflicts efforts.
Learning power of power
Being great at influencing techniques
Finding the purpose
17. Content Framework
Conflict – everyday; Mixed feelings about conflict; Diagnosing the type of interpersonal conflict;
Conflict source; Conflict resolution; Conflict management approach; Conflict management styles;
Conflict management Selection factors; Collaborating conflict management style; Four phases of collaborative problem
solving; Management of agreement
The need for negotiation; Different styles of negotiation; Strategies of negotiation; Doing home
Negotiation Skills work; Current gain versus future loss; Developing bigger perspective in negotiation
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
Power & Influence How power is acquired or lost; Consequence of position and personal power; How much power
should leaders have?; Influence tactics
18. personal
leadership
a program to develop personal attributes of leader
19. Objectives
Building the core
Understanding about Self
Personal leadership is all about personal attributes of
Admitting for self-disclosure
leader, helpful in performing the responsibilities of
professional leadership. In fact, personal leadership
Locus of control
mediates the relationship between professional
Understanding people differences leadership and organizational success. Personal
leadership carries the professional message to the
Defining personal value system
organization, followers, and customers about the real
intent of leadership.
Orientation towards change
Adaptability and Acceptability
Developing trust
Personal excellence
20. Content Framework
Self-awareness The Core
The sensitive line
Value System
Threat-rigidity response
Personal vision
Self-disclosure
Self-direction
Understanding and appreciating
Resiliency
individual differences
Emotional balance
Important areas of self-awareness
Adaptability
Emotional intelligence
Accessibility
Personal values
Reliability
Learning style
Trust
Orientation toward change
21. result
oriented
leadership
a program to generate more results through effective leadership
22. Objectives
Measuring your leadership style
Learning how to motivate others
Establishing connectivity with people
Result matters. And, so do people.
Learning art of delegation
Leadership is more art than science. Through effective
leadership styles, and by demonstrating adaptability
Delegating without getting redundant to situational requirements, leader needs to achieve
results for the organization.
Power of Empowerment
Nature of empowerment
Generating powerful results
Results through collaboration
23. Content Framework
Leadership Styles Delegation
Ohio State leadership studies; Michigan leadership studies; Blake and Mouton’s Varieties of delegation; Potential advantage of delegation; Advantage of
managerial (leadership) grid; Leadership continuum of Tannenbaum & Schmidt ; empowered delegation; Reasons for lack of delegation; Deciding when to
Specific task behaviors; Specific relations behaviors delegate; Deciding how to delegate effectively; Guidelines for delegation
Motivation Empowerment
The motivation process; Diagnosing work performance problems; Enhancing The meaning of empowerment; Dimensions of empowerment; Relationship
individual’s abilities; Fostering motivating work environment; Elements of between dimensions and prescriptions for empowerment; Nature of
effective motivation program; Establish clear performance expectations; psychological empowerment; Consequences of empowerment; Facilitating
Content motivation; Process motivation; Reinforcement process; Integrative conditions for empowerment; How leaders can increase empowerment;
model of motivation enhancement Inhibitors to empowerment; Practical suggestions for empowering others
24. creative
leadership
a program to find non-traditional solutions
25. Objectives
Creativity in leadership
Learning from rapid changing environment
Growth versus survival
This program focuses on intuition and emotional
feeling along with rational application of it. Balancing
Problem solving in creative way
heart and mind is always been tricky in corporate
Balancing emotions with rationality environment. Through this program, one can learn to
unconventional way of approaching business
Intuition versus rationality
conditions.
Learning to solve problems unconventionally
Developing fresh perspectives
26. Content Framework
Rapid changing environment; Need for being different; Growth versus survival; Creativity and
Creativity innovation; Benefits of being creative; Implications of being creative
Defining problem; Generating alternatives; Evaluating alternatives; Implementing the solution;
Problem Solving Four types of creativity; Key dimensions of creativity; Conceptual blocks; Conceptual blockbusting;
Ways to generate more alternatives
Decision making and its consequences; I versus they; I versus we; Using power in decision
Decision Making making; Giving power in decision making; Decision making style; Autocratic to Participative
decision making styles
27. team
building
a program to develop effective team
28. Objectives
Building team commitment
Improving communication between team
members
This program focuses on exclusiveness of individuals,
Strengthening collaboration
and convert into exhaustiveness of team. It helps to
Developing decision-making and conflict develop synergy among team members, providing
resolution
effective leadership, and connectivity to each
Improving coordination and facilitation members of team. This facilitates participants to
undergo transformation process of thriving for bigger
Effective team leadership
cause.
Team identity
Outperforming previous results
Cohesiveness and loyalty
29. Content Framework
Team Building
Leadership in teams Establish smart goals and everest goals
What is a team? Procedures for facilitating team learning
Group vs. team Guidelines for team building
Advantages of team Team membership
Some attributes of highly performing teams Advantageous roles
Nature of teams Hill’s model for team leadership
Determinants of team performance McGrath’s critical leadership functions
Team development and leadership Leadership actions
Leadership in different types of teams Team effectiveness
Developing credibility Decision making in teams
30. Methodology
&
DSB
we don’t teach; we help you learn.
31. Methodology: About DSB:
Left Brain Approach
Development through role plays, computer based
Dr. Shital Badshah completed his graduation in
learning, simulation, debate, exercises,
engineering (BE), and post graduation in
questionnaires, case study, action learning
management (PGDBM). He completed his
projects, management games, audio video, etc.
doctoral research (PhD) in the field of
Leadership under the guidance of Dr. DM
Right Brain Approach
Pestonjee (Retd. IIMA Professor). He has trained
Development through non-traditional
executives at Jindal, Claris, Kalpataru, Sintex to
methodologies like drama, films, art, music
name few. He is also Associate Professor at MBA
concerts, literature, mimes, yoga, meditation etc.
college of Ganpat University, Gujarat.
32. For more details:
Dr. Shital Badshah (BE, PGDBM, PhD)
0 94284 19021 mail@leaderscell.com
www.leaderscell.com