For more information
Contact Soma Chakrabarti, director, at schakrab@UDel.Edu.
- Executive Leadership Development Program
- Paradoxical Leadership: Embracing “Both/And” for Peak Performance
- Strategic Decision Making Models: System Enterprise & Multi-stakeholder
- Strategic Leadership in Difficult Times
- Leading Organizational Change
- Leading with Emotional Intelligence
- Leading with Power and Influence
- Building a Learning Organization
- Leadership & Social Responsibility
- Skills for Change Agents – Power to Influence and Emotional Intelligence
- Multi-disciplinary Team Decision Making
- Leadership in Action
This program develops leadership skills in line with proven, researched leadership behaviors that propel organizational success. Our program provides the theoretical and practical foundation needed to fully succeed in current and future leadership roles. Via Harvard Business School case-based instruction, participants examine and learn specific leadership skills and concepts to make them more effective leaders – 1) Talent management; 2) Investing in yourself as a leader; 3) Developing and executing strategy; 4) Building the next generation of leaders for the organization. Participants explore their leadership strengths, style, interests and stress behaviors by taking the Birkman Leadership Assessment and receiving one-on-one executive coaching. Participants will better understand who they are as leaders and how to leverage their knowledge to become better leaders. The two day program is offered in flexible formats to suit busy schedules – compressed in two-days or spread out over a period of time.
This interactive seminar teaches the new skills of paradoxical leadership, which include: Identifying the competing tensions of leadership; understanding the idea of a paradoxical approach to leadership tensions; exploring tools to effectively engage a paradoxical leadership approach; building skills and knowledge for continuing to explore paradoxical leadership after the session.
This half- to full-day seminar introduces senior management to the concepts and skills of cascading strategy throughout the enterprise by introducing and analyzing two decision making models: The system enterprise model and the multi-stakeholder model. We develop a system model of organizations, recognizing the multiple stakeholders inside and outside the system. We then explore decision making models that take into account the complex and competing needs of multiple stakeholders.
This seminar provides participants with thought-provoking and practical insights into strategically managing an enterprise in difficult business conditions. The seminar introduces, examines and explores possible organizational applications of the business concept of strategic paradoxes, a leadership concept pioneered by faculty in the UD Lerner College of Business and Economics. Can be offered in a half or full-day format.
Culture, change management, strategy and culture aligned…
While knowledge of finance, accounting and marketing can be learned in business classes, the key challenges at work lie in working with other people. This seminar seeks to provide an overview of those skills – emotional intelligence – that help us understand and engage others. In this seminar, we will not only define and explore the dimensions of emotional intelligence, but explore strategies for implementing these skills.
An individual’s work depends on gaining support and investment from his or her manager, other senior leaders and other peers. Yet the individual has no formal influence over them. In this seminar, we will explore varied sources of power and influence, and how and when to effectively use them.
In order to manage change, leaders must be able to learn. Learning allows leaders to identify new opportunities, explore new possibilities and develop new visions. It also allows leaders to effectively identify challenges and resistance to new ideas and solve problems to overcome these challenges. This half- to full-day seminar allows participants to: Understand why learning is necessary for change management; explore resistance to organizational learning; develop interpersonal and individual skills for managers to learn from one another; understand how to create a learning culture in groups and teams.
Leading in today’s world is increasingly complex, as managers must attend to a broad range of stakeholders with varied, often competing demands. This course focuses specifically on the challenges of social responsibility or social enterprises as managers seek to achieve financial goals while simultaneously attending to both a social mission as well as environmental outcomes. In this course, managers will explore the challenges of attending to a double (or triple) bottom line and seek to develop managerial skills to do so. We will explore these challenges through recent case studies of Fortune 500 companies as well as smaller social enterprises, and integrate recent research on social responsibility and social enterprises. Specifically, the objectives for this course include:
- Identifying the paradoxical challenges of enabling a double (or triple) bottom line
- Exploring managerial thinking and decision making in response to these paradoxical challenges
- Benchmarking the activities of organizations that successfully navigate these challenges
- Developing leadership skills of decision making and communication to more effective attend to these challenges
Managing change requires leaders to influence their subordinates and their superiors. This two-day seminar explores tools and skills to effectively do so. We identify the skills and impact of emotional intelligence – the ability to be aware of and manage ourselves and others. We further understand source of power and influence that allow change agents to manage their superiors and their subordinates. As a result of this seminar, participations should be able to: Understand the concept of emotional intelligence and its impact on business performance; engage skills to enhance emotional intelligence in leadership; identify sources of power and influence to manage superiors and subordinates; build tools to effectively use these sources of power. This seminar can also be split into two separate, one-day seminars.
Multi-disciplinary teams often fail to make the best quality decisions and frequently fall short of expected positive outcomes. Group processes have a dramatic effect on the team’s ability to utilize the knowledge and resources in the team to make effective decisions and lead positive change. This half- to full-day seminar focuses on understanding the conditions, purposes, tasks and interdependencies that determine the appropriate team decision making processes. Participants will learn to identify decision processes that lead to ineffectiveness and to critically evaluate their use of knowledge and evidence.
Designed for the so-called “forgotten middle” managers who must turn strategy into action by managing managers, this five-day program is an in-depth exploration of the critical role and functions of a mid-level manager and the key skills required to lead at a higher organizational level. By the end of the seminar, participants will be better-prepared to manage their units more effectively to achieve organizational objectives. Participants will know how to: Identify and analyze a business process problem; determine the steps necessary to fix the problem; apply effective decision-making skills to move process improvement to completion; manage teams to maximize team-member contributions using effective leadership, communication and supportive supervision; call upon and engage colleagues, tools, resources, etc., to improve a process.