Leadership Styles (Istanbul)

HRODC Postgraduate Training Institute
En Central London (Inglaterra), Abu Dhabi, United Arab Emirates (Emiratos Árabes Unidos), Abuja, Nigeria (Nigeria) y 47 sedes más

Más de $ 1.000.000

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Limited Objectives: By the conclusion of the specific developmental and learning activities, delegates will be able. to: 1. Distinguish between control and influence administrative strategies. 2. 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. 3. Demonstrate an understanding of the relationship which exists between administrative strategy. and leadership style. 4. Assess the leadership style of a superior or colleague.
Suitable for: This course is designed for: Senior Managers. Middle Managers. Junior Managers. Those enroute to management. All management aspirants. Lecturers. Consultants. Organisational Development Practiioners

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Requisitos: Degree or Work Experience


¿Dónde se da y en qué fecha?

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Abu Dhabi, United Arab Emirates
Khalifa Street, 44486, Abu Dhabi, Emiratos Árabes Unidos
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Abuja, Nigeria
Cadastral Zone A0, Central Business District, Abuja, 7069, Nigeria, Nigeria
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Addis Ababa, Ethiopia
Kirkos Subcity Kebele, 21555, Ethiopia, Etiopía
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Algiers, Algeria
Pins Maritimes, 16000, Algeria, Argelia
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Algiers, Algeria
Rue Hassiba Benbouali, 16015, Algeria, Argelia
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Amman, Jordan
Bin Ali Street, 11118, Jordan, Jordania
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¿Qué aprendes en este curso?

IT Development
IT Management


Course Contents, Concepts and Issues:

1.    Managers’ Responsibility for the Effective Functioning of Organisation, Division and Department Functions Effectively
2.    Affecting Workers’ Behaviour towards Effective Task Performance
3.    Managers’ Choice of Options to Effect Behavioural Change
4.    Ensuring Subordinates’ Conformity to Behavioural Expectations
5.    Options as Administrative Strategies
6.    The General Use of The Concept of Strategy
7.    A Management or ‘Administrative Strategy’
8.    ‘Administrative Strategy’ and Worker-Conformity to Behavioural Expectations
9.    ‘Puissance’ as Choices towards Organisational Functioning
10.    Puissance, as ‘Will’ or ‘Force’
11.    ‘Puissance’ as Force
12.    ‘Puissance’ as ‘Assent’
13.    The Concept of Power
14.    The Concept of Authority
15.    Legitimate Authority
16.    Puissance and the ‘Managerial Leader’
17.    The Managerial Leader and Power and Authority
18.    Implicit and explicit subordinate agreement
19.    The concept of Power
20.    Power and Organizational Resources
21.    The Concept of Authority
22.    The Second Facet of Authority
23.    The Concept of Influence
24.    Power, and ‘Control’ as affective ‘domain’
25.    Control as an Administrative Strategy
26.    Influence as an Administrative Strategy
27.    Normative Re-Educative Administrative Strategy
28.    Rational Empirical Administrative Strategy
29.    The Place of Reward and Punishment in Affecting Workers’ Behaviour
30.    The Place of Threat or Promise in Affecting Workers’ Behaviour
31.    ‘Threat, Promise, Fear or Positive Expectation’
32.    Authority and its ‘Affect’ on Workers’ Behaviour
33.    Influencing Workers’ Behaviour – Without The Threat of Force
34.    Application of the Control Administrative Strategy.
35.    Reward as a Positive Reinforcement
36.    Application of The Influence Administrative Strategy
37.    Leadership Style Defined
38.    Leadership style and the Influence Administrative Strategy
39.    Leadership style and the Control Administrative Strategy
40.    The Theory X Leadership Style
41.    The Theory Y Leadership Style
42.    Leadership Styles and ‘Non-Conscious’ Decision of Managers
43.    Leadership Style as an Ascribed ‘Status’
44.    Distinguishing Leadership Style from ‘Leader Behaviour’
45.    Leadership Style and the Concept of ‘Flexion’
46.    Leadership Styles and Managers’ Choice of Administrative Strategies
47.    Influence Strategy and ‘Theory Y’ Leadership Style
48.    A ‘Theory X’ Leadership Style
49.    The Leadership Style Continuum
50.    Leadership Style and Latent Behaviour
51.    Leadership Style and Manifest Behaviour
52.    Leadership Style as a Motivating Factor
53.    Leadership Style and the Contingency Approaches
54.    Leadership Style and Organisational Structure
55.    Organisational Structure as a Leadership ‘Choice’
56.    Theory X Leadership Style and the Functional Structure
57.    Theory X Leadership Style and the Divisional Structure
58.    Theory X Leadership Style and the Matrix Structure
59.    Leaderships and Structural Relationships
60.    Leadership Style and Communication
61.    Leadership Style and Role Specificity
62.    Contingency Approaches to Leadership and Environmental Variables
63.    Leadership and the Environmental Variables, Which Affect Organisations
64.    Contingency Approaches to Leadership as a Departure From The Universalist Approaches to Leadership
65.    Contingency Approaches to Leadership and Trait and ‘Style’ Approaches to Leadership
66.    Contingency Approaches to Leadership and The Environment, Technology and The Work To Be Done.
67.    Contingency Approaches to Leadership and Superior-Subordinate Relationships
68.    Contingency Approaches to Leadership and their views of ‘Employee Development’
69.    Contingency Approaches to Leadership and Leader-Behaviour Variation
70.    Contingency Approaches to Leadership and Phases of Team Development
71.    Contingency Approaches to Leadership and Managerial Control
72.    Contingency Approaches to Leadership and Role Induction
73.    Contingency Approaches to Leadership and Managerial Inflexibility
74.    Contingency Approaches to Leadership and Reward Management
75.    Low LPC Managers and Theory X Leadership Style
76.    High LPC Managers Theory Y Leadership Style