LEADERSHIP DEVELOPMENT PROGRAM Leading in a Complex … · emotional intelligence, interpersonal relations, effective leadership, including listening and feedback skills, team building,

LEADERSHIP DEVELOPMENT PROGRAM

Leading in a Complex World

PRESENTED BY

EXECUTIVE EDUCATION

TABLE OF CONTENTSDALHOUSIE EXECUTIVE EDUCATION 1

The Faculty of Management Approach 2

Expected Outcomes for Participants 3

Optional and Complementary Services 4

LEADERSHIP DEVELOPMENT FRAMEWORK 5

INDIVIDUAL MODULE DESCRIPTIONS 6

Introduction to Leadership 6

Self-Management | Self-Awareness | EQ | Self-Leadership 7

Leading Responsibly 7

Transformational Leadership 8

Values-based Leadership 8

Leading in a Diverse Organization 9

Effective Communications 9

Performance Management 10

Conflict Resolution 11

Collaboration and Networking 11

Teams and Relationship Management 12

Leading in a Globalized World 12

Leading a Multi-Dimensional Organization 13

Engaging Stakeholders 13

Strategic Thinking 14

Systems and Complexity Thinking 14

Leading Change 15

Decision Making – Creative Problem Solving 15

Harnessing Innovation and Commercialization 16

Managing for Strategic Change 16

INDIVIDUAL INSTRUCTOR’S PROFILES 18

DALHOUSIE EXECUTIVE EDUCATIONEnhancing the productivity, performance and competitiveness of Canadian organizations

through the development of world-class executives.

2 DALHOUSIE EXECUTIVE EDUCATION

THE FACULTY OF MANAGEMENT APPROACH

Dalhousie is proud to offer its advanced Leadership Development program. This leading-edge modular program is offered to forward-thinking organizations that value thepotential within their ranks and understand the benefit of investing in anddeveloping leaders at all levels. Investing in advanced education to motivate and develop current and future leaders has been shown to contribute to enhanced recruitment and retention of high-performing individuals, and to the capacity of organizations to navigate through complex times. Our approach has been to engage with our partners and leaders across the country, in both public and private sectors, to better understand their executive development and leadership needs and priorities. Based on this dialogue, The Faculty of Management designed its innovative programs. We will continue to consult with our business, community and public sectors advisors to create programs that will ensure that leaders are fully prepared to take on the challenges and opportunities that lie ahead.

Our award-winning Faculty of Management (Most Innovative Business School in Canada – European CEO) brings together four schools, united under a common mission of providing excellence in values-based management. Together we interact and collaborate to bring cutting-edge research and teaching practices to advance management knowledge and competencies.

Our proven, customized curriculum design and delivery model is based on:

> Focused needs analysis and consultation with our partners, and clearly understanding their goals and priorities;

> Co-design of learning objectives and agreement on desired learning outcomes;

> Customized modes of delivery that emphasize experiential and integrated learning;

> Initial assessment of participants and ongoing assessment of results feedback to learners and sponsoring organization;

> Review of lessons learned and the creation of institutional learning.

Most importantly, our focus is on immediate and ongoing application of learned skills and the achievement of results. The Faculty of Management presents a multi-modular approach, supported by practice between modules, personalized coaching, and ongoing assessment of results.

The design and organization of modular learning is grounded in the Faculty of Management’s conceptual framework, which emphasizes four major areas of leadership focus:

SELF MANAGEMENT Individual and self leadership

ENGAGEMENT The individual’s relationship with others, colleagues, teams, the organization/stakeholders

COMPLEXITY The leader’s ability to manoeuver through complex organizations, internally and externally, undertake multi-stakeholder engagement outside the organization (partners/customers/suppliers), and to think systematically

INNOVATION AND COMMERCIALIZATION The leader’s ability to creatively address and solve complex issues and find innovative ways to implement solutions

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3LEADERSHIP DEVELOPMENT PROGRAM

ACTION LEARNING

EXPECTED OUTCOMES FOR PARTICIPANTS

The Faculty of Management’s leadership team brings years of proven experience in translating best practice research findings into relevant, experiential, accessible programs. Core principles of Experiential, Applied and Strength-based Learning are the foundation of the modules – grounded in the conviction that participants ‘learn by doing’ instead of passively receiving information.

The modular approach provides for ongoing communication and learning between sessions, to continue to build knowledge, experience, and practice. Team teaching enables leadership specialists to bring multiple perspectives, integrate components,

> Understand and demonstrate leadership behaviours, attitudes, skills and competencies or BASC (self, engagement, complexity and innovation)

> Effectively lead teams within, across, and external to the organization

> Lead responsibly and demonstrate values-based leadership

> Demonstrate complexity and systems thinking through strategic analysis, problem identification and problem solving capacity

and build on participants’ knowledge and competencies progressively and systematically.

Our programs are structured such that between modules, participants are focused on applying action-based, practical solutions to real life issues. These action-learning practices serve to further develop the competencies identified in both the curriculum and coaching aspects of the program, and allow both participants and the organization to see immediate results.

Components include elements such as self-observation, self-reflection, self-assessment, and self-correction. These practices serve to develop the competencies identified, and include opportunities to leverage new knowledge and skills and apply them to the participants’ professional tasks and workplace.

Analyzing real cases, creatively solving current problems, and working in groups, participants move through knowledge to observation; co-production of knowledge to practice.

> Identify and implement innovative solutions to meet complex demands of the industry

> Create and assess their own and other’s leadership development

> Partner with others to increase organizational a nd leadership capacity overall

The Leadership Development Program

enables participants to acquire knowledge and relevant practical skills

and competencies, to achieve the following:


OPTIONAL AND COMPLEMENTARY SERVICES

Leadership development is a personalized endeavor. Each leader has unique and individual needs in the development process. Therefore we recommend personal, professional coaching by certified coaches to enhance the Leadership Development Program.

Coaches will design and tailor individual programs to meet the specific needs of each participant, to assist in developing new competencies and skills, in concert with the Leadership Development Program. Individual needs will be determined through various assessment tools, as well as coaching conversations with each person, to establish coaching objectives, and clearly outline the skills to be developed. Based on identified needs, participants will be coached to develop competencies, which are complementary to the learning program offered through the modular sessions. These competencies and skills will include strategic thinking, emotional intelligence, interpersonal relations, effective leadership, including listening and feedback skills, team building, trust building, stress management, and time management.

A primary goal will be to transfer coaching skills to the participants so that in turn, they can provide coaching to their staff and others.

Participant assessment, conducted at the initiation of the program, will enable participants to better understand their personality types, emotional intelligence, thinking tools and creative strategies, and will provide for a more in-depth dimension to the leadership development program.

We are also pleased to offer our services in French through an alliance with a partnering university – HEC Montréal.

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PERSONALIZED COACHING

ASSESSMENTS

DELIVERY OF MODULES IN FRENCH


LEADERSHIP DEVELOPMENT FRAMEWORK

THE DALHOUSIE ADVANTAGE: LEVERAGING CERTIFICATES TOWARDS DEGREES

Our Leadership Development Framework is built on four leadership dimensions that reflect leading edge practices, and integrate international and strategic issues to meet the specific needs and demands of local organizations. The Faculty of Management’s award-winning professors combine academic expertise with real private sector and public sector knowledge and experience to deliver a learning experience that is truly world class, right here in Halifax.

For participants who are interested in advanced standing into degree programs, we can arrange formal assessments of the material covered in a number of modules and this evaluation can often be used towards degree programs.

If you are interested in finding out more about these opportunities please contact: Martine Durier-Copp at (902) 494-3477 or [email protected].


This is an introduction to the entire leadership development program. It includes a review of the modules, the reason for the sequence, objectives and expected learning outcomes. It is an opportunity to clarify the commitment from the participants and have them examine where they are now in terms of leadership development, and where they aspire to be by the end of these modules.

An overview of Leadership Theory, including the historical overview and context examination of some of the major leadership models (traits, behaviours, competencies, situational, leadership as practice), will provide the context for the leadership journey participants are about to begin.

Participants will:

Participants engage in discussions about:

> Current Leadership Conversations (nature/nurture; leading in a global environment; leading in multi-generational diverse organizations; ethics in news, “hyphenated leadership”)

> Leading in Public versus Private Organizations

> Leadership Profile/Philosophies and Leadership Challenges

INDIVIDUAL MODULE DESCRIPTIONS

1 INTRODUCTION TO LEADERSHIP

CONTENT

RETURN ON

INVESTMENT What they will

learn and apply > Possess an awareness of a range

of leadership theories that will enable them to evaluate their own leadership and that of others

> Be able to undertake a detailed analysis of their own leadership and be able to discuss critically areas for development

> Have considered the impact of effective leadership on the organization and their individual role as a leader or future leader

> Develop individualized learning plans that demonstrate how they will contribute to the achievement of the organization’s goals and objectives.


This is an ideal module for professionals who want to understand the importance of self-awareness as it relates to leadership and for those interested in effectively self- managing their ability to deal with emotions, conflict, communication and thinking.

Self-awareness and Self-management are the foundation of successful leaders. This course will focus on four core elements of self-management – emotional intelligence, conflict resolution, thinking strategies, and reflective practices. Participants will leave with a deeper understanding of their skill levels in each of these areas, practical skills to use when they return to the workplace, and a self-management plan to take forward. The core tenants of this course are to be relevant, experiential and applied.

2 SELF MANAGEMENT – SELF AWARENESS – EQ – SELF LEADERSHIP

CONTENT

Participants will:RETURN ON INVESTMENT What they will

learn and apply

RETURN ON INVESTMENT What they will

learn and apply

> Develop and refine the practice of mindfulness, feedback and reflection

> Understand their preferred style of conflict management

> Identify ways to apply conflict resolution skills creatively and effectively

> Apply an Emotional Intelligence framework that will make them a more successful leader

> Identify their key strategic thinking styles and develop the capacity to use multiple thinking strategies

> Assess their ability to lead responsibly, create a self-management profile for themselves and create an action plan to move forward

Responsible leadership has emerged in the last few years as a mantra for ethical behavior in organizations. While we all may aspire to be ethical and responsible leaders, the day-to-day realities of the organizational decision –making often impede our desire to “do the right thing” all the time. This module directly engages the issues and adversity we all face in trying to lead responsibly. The module will facilitate participants’ ability to think deeply about the leadership problems they face and to develop the reflection skills they need to succeed at making the right decision – right now. Additionally, the module will help participants engage the value of peer input into common leadership issues and use their input to begin crafting their own leadership support systems.

3 LEADING RESPONSIBLY

CONTENT

> Reflect on their own leadership abilities and make useful changes

> Be more adept at making ethical decision “in the moment”.

> Build more effective, trusting work relationships that result in organizational success

> Identify appropriate and proportional actions to take in dealing with organizational problems

> Engage in networks of other leaders who are thinking deeply about leadership problems

Participants will:


This module introduces participants to the transformational leadership style, which is the most validated and researched style of leadership today; it consists of four categories of behaviors that can be customized for effective performance at all levels of management.

Leaders will be both self-rated and assessed by their direct reports before the training, in order to identify the gaps in perception and the areas most requiring improvement. After the training, participants will understand the structure of the style; have set preliminary goals in each of the four areas; and will have an action plan for using these to improve their leadership. A one-on-one coaching session on the goals is offered within one month of training. A re-assessment will be conducted three months later to assess change and identify further improved opportunities.

Ethical leaders set the moral tone for the organization and its culture, determine what set of responsibilities are given priority, and how goals and work are accomplished. Ethical leadership is growing in importance as a result of the financial crisis, the breakdown of trust of the public towards business and other institutions, and the issues faced by organizations becoming increasingly complex. Finding the right thing to do is often not straightforward. An increasing number of stakeholders and the diversity of today’s workforce with their divergent cultural and value systems also adds to the intricacy of ethical decision-making.

This session will cover an overview of major issues and provide frameworks to help participants with their ethical judgment and management tasks as well as frameworks that business leaders can use to promote responsible and profitable corporate conduct.

CONTENT

CONTENT

> Understand the framework of transformational leadership and how to enact behaviours within that framework that suit their own personal leadership style and abilities

> Understand how they are perceived as leaders by their direct reports, which will help them identify areas for their personal leadership development

> Reflect on most important values and principles

> Understand how their own leadership scores compare to national norms

> Understand effective goal setting practice and will have set realistic improvement goals in at least two of the framework areas of transformational leadership, along with an implementation plan for achieving those goals

4 TRANSFORMATIONAL LEADERSHIP

5 VALUES-BASED LEADERSHIP


learn and apply


learn and apply

Participants will:

Participants will:

> Develop mechanisms and processes to be sure that the teams being led can uphold the ethical standards and culture of the organization


As a result of the impact of globalization, organizations are encountering increasing diversity within their workforce. It is therefore critical that leaders develop skills related to recruiting, engaging, and retaining a dynamic and motivated work force. Taking into account the context of an organization, including the unionized environment, we will explore empirical research and ask key questions:

> Who is attracted to this organization?

> Why people would like to work at this organization?

> Why would they stay?

Through a range of applied learning activities, this module focuses on the leadership qualities and skills of building rapport, modeling respect, giving recognition, practicing inclusion, and encouraging integration.

CONTENT

6 LEADING IN A DIVERSE ORGANIZATION

> Be able to develop a strategy to effectively manage and develop their diverse workforce

> Analyze their role as a leader within the organization related to the objectives of the strategy

> Understand the opportunities and challenges related to the management of a diverse workforce, and be able to coach and mentor others in this area

> Develop an action plan to implement the strategy that relates to organizational goals and objectives


learn and apply

Participants will:

7 EFFECTIVE COMMUNICATIONS

This is an ideal module for professionals who want to understand the importance of effective communication and the importance it has in creating positive environments where creativity, sharing, and problem solving can flourish.

Effective communications helps us better understand a person or situation, enables us to resolve differences, builds trust and respect, and creates positive environments where creative ideas, sharing and problem solving can flourish. Effective communications is a key engagement practice, ensuring that information is transferred to a recipient in a clear and concise manner, and that the message delivered is clearly understood.

Ineffective communications can create hostile environments that make it difficult for anyone to be effective. Communications include speaking, listening, comprehending, reading, writing, and body language. In this module participants explore the level of competencies in each communication method, and demonstrate the level of effectiveness in various contexts such as:

> Strategic issues management

> Nuts and bolts of meetings and presentations

CONTENT

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8 PERFORMANCE MANAGEMENT

This is an ideal module for any manager or executive who is responsible for the performance of a direct report.

Using a behavioural modeling approach, participants will learn both the rationale behind and practice the behaviours necessary to give recognition for good performance, collaboratively set goals with direct reports, conduct formal performance reviews, and correct poor performance.

CONTENT

Participants will:

Participants will:


learn and apply


learn and apply

> Have measured improvement in mastering some select communication competencies as selected with each exercise

> Understand why employees are starving for recognition.

> Know how to avoid the pitfalls when giving recognition.

> Be able to set goals that increase performance, increase job satisfaction, and decrease job stress.

> Apply the dos and don’ts of formal performance reviews to their own review systems and processes.

> Be able to define a specific area of communication they wish to improve, select a performance standard they aspire to achieve, and define the context in which they will achieve it

> Develop the skills they need to manage individuals’ and team’s performances

During the two weeks between the first day session and the second day session, participants will actually give a direct report some recognition and set some goals. The second day session will begin with a review of how this went.

> Team communications, including international teams, personality and gender

> Crisis communications

> The media


CONFLICT RESOLUTION


learn and apply > Understand individual conflict styles

> Be able to identify how individuals approach conflict situations

Participants will:

COLLABORATION AND NETWORKING

Collaboration allows organizations to use the collective wisdom of multiple individuals or groups to accomplish tasks or projects. Collaborative knowledge sharing enables people in organizations to access relevant knowledge from a broader scope of resources.

Collaboration performance is based on how effectively the knowledge can be shared across people, and how effectively the resulting knowledge can be organized and disseminated to support decision-making.

This module also evaluates a range of collaboration technologies and techniques that facilitate enhanced access and use of information content.

Leaders and managers spend approximately 25% of their time dealing with conflict. This module will address strategies to deal effectively with conflict, and how the effective management of conflict can increase innovation and creativity. Various frameworks and experiential exercises will be used to increase the integration and application of participants’ conflict resolution skills. This module will:

> Define conflict

> Explore the impact of conflict on individuals and organizations

> Apply various frameworks and processes for effective conflict resolution

CONTENT

CONTENT


learn and apply

> Acquire a critical understanding of how collaboration can drive growth and innovation in their organization

> Be able to evaluate social network-based systems to support interactive collaboration in knowledge sharing over peer-to-peer networks.

> Appreciate the value of integrating collaboration tools with enterprise content management and records management.

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> Learn to apply conflict resolution techniques and strategies


TEAMS AND RELATIONSHIP MANAGEMENT

This module will explore the role of teams within the systems model, and emphasize the key role teams can play in problem solving and innovative thinking. Team management has become a key competency of managers, and requires new models of leadership, with supporting motivational and performance management components such as recognizing, rewarding, and supporting. Participants will discuss how to build and lead successful teams to achieve optimal performance in organizations.

Participants will explore and develop a set of tools that when combined with planning and collaboration will result in enhanced performance of teams.


learn and apply

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12 LEADING IN A GLOBALIZED WORLD

This module introduces the participants to the concepts of globalization and international trade, including the drivers of globalization and the role of the GATT and WTO in lowering trade barriers. The influence of technological change, along with the role of multinational business firms is analyzed. The changing world demographics are examined, along with the role of emerging economies and developing countries. Changes taking place in the workforce create new management and leadership challenges.

Participants will explore how transformations in the global economy, through such forces as the growth of the services sector, direct foreign investment, electronic trading, relentless technological innovation is requiring private and public organizations to rethink their assumptions.

The landscape in which organizations now operate has shifted dramatically to a more globalized environment. Globalization is the term used to describe a more integrated and more interdependent world economy. Leading an organization in this globalized environment requires an understanding of the forces which drive economic development, and a different skills set to effectively lead organizations to seize new opportunities and achieve new levels of performance.


learn and apply > Acquire an enhanced understanding

of the transformative powers of globalization on the international business environment and how these are affecting markets, production, transportation, trade and finance

> Understand how globalization is having an impact upon labour policies, jobs and incomes

> Understand how globalization is affecting organizational leadership and impacting strategies of international business

Participants will:

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CONTENT

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learn and apply


learn and apply

> Gain practice in conducting stakeholder analyses and assessments

> Learn key best practices for relationship building across stakeholder groups

> Understand and inject learning from stakeholders into organizational strategy and operations

> Understand the elements of multi-dimensionality

> Develop skills and competencies required to effectively lead multi-dimensional organizations.

> Learn how to build communication systems that enhance collaboration, coordination, and connection across stakeholders

> Position their organization to take advantage of increasing stakeholder desires for participation in governance

> Acquire skills and competencies to create organizational value, cohesiveness and engagement strategies

Participants will:

Participants will:

Current economic conditions place increasing importance on an organization’s ability to create value across a broad selection of stakeholders. Today’s senior managers must be adept at engaging diverse stakeholders groups and learn how to create value in multiple forms. This module introduces managers to effective methods of stakeholder engagement, and positions them to create effective systems of stakeholder involvement that will help to make their organizations more effective and visibly stronger community partners.

Most organizations are growing increasingly multidimensional. The character of their mandate means that most are engaged in many complex relationships with a wide variety of community, unionized, municipal, provincial and national organizations in the private sector, public sector, and not-for-profit sector. This module focuses upon skills related to creating organizational vitality for engagement with these partners and associates. It explores rapport building and capacity to understand and work strategically across diverse organizational cultures, mandates, core values and goals. Participants will use case studies, exercises and empirical research to help develop holistic approach to engaging individuals, teams and stakeholders within an organization’s working context.

14 ENGAGING STAKEHOLDERS

13 LEADING A MULTI-DIMENSIONAL ORGANIZATION


15 STRATEGIC THINKING


learn and apply > Have seven new thinking behaviours to

structure their processes

> Have applied these thinking behaviours in their personal work contexts

> Received written feedback on the application of these new skills

> Practice using these skills in the three most common thinking situations: solo, in pairs and in groups

> Be able to determine which thinking skill to use when

> Practice the thinking skills in combination for thinking about rules, planning, and decision-making

During the weeks between sessions, participants will search opportunities to apply the skills in the workplace. The participants will document the situation, the thinking skill chosen, the thinking process, and the outcome. The follow up sessions will begin with a review of how this worked out.

Participants will:

Over the course of this program participants will learn a series of thinking skills, one or more of which are applicable in almost every thinking situation. We guarantee that this will be a fun and practical way of adding tools to your toolkit. At the end of the program, participants will have seven different thinking processes in their repertoire. Not only will participants improve their own thinking, they will have new ways of assessing the thinking of others.

This is an ideal module for anyone who wants to apply his or her natural thinking ability in a more focussed, effective and efficient way.

CONTENT

16 SYSTEMS AND COMPLEXITY THINKING

Systems and complexity frameworks have contributed to the evolution of management and leadership thinking, moving problem solving and strategic perspectives from linear to multi-dimensional approaches. Systems dynamics and complexity thinking will enable participants to approach issues from holistic and dynamic viewpoints, understanding inter-relatedness, interdependence and change. Concepts and application of feedback, emergence, self-organization, adaptation, and learning, will be examined and allow participants to gain a new understanding of themselves, their organization, and their stakeholders as part of interactive relationships and networks.


learn and apply > Be able to apply a range of

techniques to enhance their systems thinking strategies

> Appreciate the value of a multi-dimensional approach to addressing complex organizational issues

> Understand the opportunities and challenges related the development

of a multi-dimensional approach within the workforce, and be able to coach and mentor others in this area

> Apply the multi-dimensional approach to a specific strategic issue within the organization

> Create an action plan to implement the outcomes of the above

Participants will:

CONTENT


18 DECISION-MAKING – CREATIVE PROBLEM SOLVING

Decision-making is a fundamental leadership skill. The importance of being able to make well-informed, timely, and strategic decisions is essential to leading teams and organizations to success and high performance.

This module will examine decision-making and creative problem solving skills and techniques, and move the participants through practical applications to enhance their skills.


learn and apply > Develop the skills to evaluate

problems by: clarifying the nature of a problem; formulating questions; gathering information systematically; collating and organizing data; condensing and summarizing information; and defining the desired objective

> Possess the competencies to manage the problem by using the information gathered effectively, analyze these options in greater depth, and identify steps that can be taken to achieve the objective

> Be skilled and oriented to decision-making, so that they can decide

17 LEADING CHANGE

Change is constant. That is one of the most enduring assumptions we make in our organizational lives, but we rarely seek a deeper understanding of why change occurs and how we can anticipate, rather than simply react to, change. This module will help managers see change from multiple perspectives and better appreciate both the complexity of change and the need to guide their organization through dynamic environments.


learn and apply

> Understand organizational change as a complex process.

> Recognize the role of relationship building in the change process.

> Understand how to imagine and inject energy into the change process.

> Know how to create organizational movement in the direction of a desired change.

> Identify the pitfalls that occur in the change process and how to avoid them.

between the possible options, and decide on further information to be gathered and resources to be allocated before taking action

> Have the skills and competencies to resolve problems, including implementing action, providing information to other stakeholders, delegating tasks, and reviewing progress

> Evaluate the results of their actions including monitoring the outcome of the action plan and reviewing the problem and problem solving process to avoid similar situations in future

CONTENT

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19 HARNESSING INNOVATION AND COMMERCIALIZATION

This is an ideal module for professionals who want to be able to identify innovation opportunities, implement appropriate processes and execute strategies to effectively manage and commercialize the process.

This is an ideal module for professionals who occupy the critical role in linking corporate realities with employee engagement.

Managing Innovation is at the core of most successful business ventures and one of the most misunderstood concepts in the modern enterprise. The academic, popular press and Internet abound with terminology, theories and success stories of innovation; however few truly explicate how companies can fully manage the innovation process.Successfully managing innovation requires alignment with the firm’s business, marketing, development and operational strategies. This module will lead participants through the complex literature on innovation in an effort to gain a deeper understanding of innovation within the business enterprise. It will cover the spectrum from popular misconceptions about innovation, through to examining leading edge systems used by such organizations as 3M, Proctor and Gamble and IDEO.

Business structures are rapidly evolving to reflect external pressures transforming global trade and commerce. At the same time, demographic and cultural diversity have produced a promising heterogeneous workforce capable of thriving and excelling within the context of ambiguity and demand for increased productivity.

Outdated management styles must be abandoned in favour of those that promote knowledge acquisition and sustainable learning communities that draw strength from shared values and team success. Innovation, critical thinking and personal commitment position managers to understand and resolve conflicting expectations while nurturing

CONTENT

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RETURN ON INVESTMENT What you will

learn and apply > Fundamentally understand the

multifaceted concept of innovation

> Appreciate sustaining and disruptive innovation’s impact on business strategy

> Gain a solid grasp of the leading innovation systems; where and how to apply them

> Examine global innovation systems and how these can be applied to the organization

> Comprehensively understand the upside and downside of open innovation and how to manage the process

> Be capable of identifying the most promising innovation projects for their business

> Be able to design an innovation management system appropriate to their business

Participants will:

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20 MANAGING FOR STRATEGIC CHANGE


> Recognize the changes in personal conduct required to exploit radical shifts in business traditions and practices brought about by technology, demographics, and cultural diversity.

> Facilitate knowledge acquisition and transfer within a context of shrinking resources and rapidly evolving advances in product, protocol and priorities.

> Leverage emerging social networks to establish core values based on worthwhile enterprise that reflects business purpose and strategy.


learn and apply

Participants will:

> Establish mentorship programs that foster team connection, employee engagement and personal accountability.

> Build a sustainable learning community that draws strength from shared values and team success.

> Institute a transparent communication structure that supports corporate courage required to sustain competitive advantage.

> Inspire employees to produce extraordinary results by helping them to out-perform their assets.

universal core principles. Success will depend upon recognizing the changes in personal behaviour that are required to take advantage of radical shifts in business traditions and practices.

Managing for Strategic Advantage will challenge, motivate and encourage participants to explore new possibilities that have practical applications for their workplaces.


INDIVIDUAL INSTRUCTOR’S PROFILES

DR. SCOTT COMBER

DR. JAMES BARKER

DR. MARGUERITE CASSIN

DR. PEGGY CUNNINGHAM

PAUL CUNNINGHAM

DR. JACK DUFFY

Dr. Comber is Director of the Corporate Residency MBA program Assistant Professor at Dalhousie University. He has 30 years of experience in the financial, IT and healthcare and consulting fields. Areas of specialty include leadership development, complexity, conflict resolution, team building, and value based culture change. Scott is action oriented, practical and is certified as an Executive Coach and in Conflict Resolution and Negotiation.

Dr. Cunningham’s teaching and research is focused on ethical leadership, corporate and social responsibility, and partnerships within the field of marketing. Prior to joining Dalhousie University as the Director of the School of Business and now as the Dean of the Faculty of Management, Dr. Cunningham spent 19 years at Queen’s School of Business and was instrumental in building up their degrees programs and Executive Education. She has been well-recognized nationally and internationally for her contributions as an educator, researcher and marketer.

Prior to joining Dalhousie University, Prof. Cunningham was a professor at Queen’s University after a distinguished military career that encompassed operational, administrative and education assignments in Canada, Europe, the Middle East, and the United States. Paul focuses on organizational behaviour and labour management relations.

Dr. Barker’s teaching and consultation focus on managing the value creation process across organization and market levels, and emphasizes strategic leadership, stakeholder relationship management, sustainable enterprise management, and strategic change and innovation. He has worked with scientists at Los Alamos and Sandia National Laboratories, and with scholars at University of Melbourne, U.S. Air Force Academy and University of Western Australia.

Dr. Cassin is a specialist in public sector management with interest in gender relations and career advancement. She has authored reports for government, commissions and task forces on these and other matters, as well as contributed to the scholarly literature on these topics.

Dr. Duffy is a Professor Emeritus at the Dalhousie University School of Business Administration. In addition to winning awards for his teaching, research, and student advising, he has been an owner of three companies. His consulting on strategic management of human resources has spanned 40 years and included clients large and small.


DR. MARTINE DURIER-COPP

DR. CAROLYN MCLARNEY

DR. ED LEACH

DR. RICK NASON

DR. DAVID C. ROACH

DR. LOUISE SPITERI

SANDRA TOZE

Dr. Durier-Copp spent many years in senior management roles in the public, non-governmental and private sector with organizations such as Canadian Red Cross, American Red Cross and International Red Cross Societies, the Canadian International Development Agency, as well as the Nova Scotia Government. She has consulted internationally, and has designed and developed customized capacity development programs, focusing on public policy and management.

Prior to completing her doctorate, Dr. McLarney held management positions in various companies in the healthcare, transportation and consulting sectors, and still maintains an active consulting business today. Her research interests include the interface between small businesses and international business strategy and the use of strategic alliances.

Dr. Leach’s interest is in working with entrepreneurs, and he has mentored many during the start-up phase of their technology businesses, including two IPOs. He is a past entrepreneur who has always been involved in teaching with a focus on entrepreneurship and the role of creativity in triggering innovation. Dr. Leach is the Director of the Norman Newman Centre for Entrepreneurship.

Dalhousie’s School of Business award -winning professor and International consultant/ founding partner with RSD Solutions Inc., Dr. Nason has advised and developed programs for major global corporations, international financial institutions, government agencies and several academic institutions with global reach. Dr. Nason’s research interests are in risk management, complexity, and financial education.

As a Assistant Professor in the School of Business Administration at Dalhousie University, Dr. Roach brings over 25 years of experience in such diverse fields as technology commercialization, product and process development, market and business planning, and investment and financing. He has been instrumental in many early stage companies ranging from Aerospace to Biotechnology. He currently sits on the board of directors for several small and medium size enterprises in Canada.

Dr. Spiteri teaches in the areas of organization of information, including records management, cataloging, classification and indexing, and conducts research in social discovery systems, classification theory, thesaurus construction and cataloguing. Her research has been presented at national and international conferences, and she is also actively involved in several associations (professional and academic).

Sandra Toze’s research interests lie in information access/retrieval/use in collaborative environment; collaborative tasks in workplace settings; the effect of interruption on searching; awareness tolls; information management; the role of information in a information society; knowledge management; roles for information professionals; research services within special libraries; expanding roles for information professions; and changing users needs and expectations.

CENTRE FOR ADVANCED MANAGEMENT EDUCATION

Dalhousie University, Faculty of Management 3rd Floor 6100 University AveP.O.Box 15000Halifax, NS Canada B3H 4R2

phone (902) 494-6391toll free (800) 205-7510fax (902) 494-5164email [email protected]

Documents

LEADERSHIP DEVELOPMENT PROGRAM Leading in a Complex … · emotional intelligence, interpersonal relations, effective leadership, including listening and feedback skills, team building,