Leadership Lessons

Bring any seminar or course directly to your staff through the Federal Publications’ In-House Presentations Program.

Learn More »

Name*

Email*

Area(s) of Interest* (Select at least one)

Accounting, Costs and Pricing

Construction Contracting

Government Contracting

Grants

International Contracting

Other (Optional):

Public

In-House

Overview

Agenda

Faculty

Accreditation

Travel Info

Print course information

A course on contemporary leadership issues for both new and experienced managers and leaders including leadership implications in effecting organizational change.

Includes coverage of how leadership principles are applied in influencing peers.

A review, analysis, and update of time-tested leadership principles:

Leadership and its impact on productivity (doing more with less)
Leadership in volatile times (agency and contractor consolidation and rightsizing)
Leadership and corporate culture clashes
Leadership and organizational effectiveness

Counseling, coaching and mentoring; compressed to essence, leadership is performance. Leaders must demonstrate their willingness to take and delegate responsibility, to build confidence and trust, and to follow through on commitments.

This course is designed for busy professionals who are in leadership or management assignments or who are called upon to lead. Positional leaders, staff advisors and technical experts whose jobs demand the exercise of influence will benefit from this course.

The course begins with leadership and management theory and contemporary leadership and management issues. It then outlines a framework for leadership based on traditional values for both public and private organizations. It continues with the development of subordinates and colleagues and the skills of counseling, coaching and mentoring. It examines the principles for effective organizational change initiatives, and concludes with sound advice from some of the recognized leaders of our time. The course provides an opportunity to learn about the skills of leadership if you are new to a management or leadership position. If you are an experienced manager or leader, you can reinforce and update your leadership skills and understanding. If you are in a position where you must use your influence among peers to get the job done, you can learn how leadership skills and principles are applied on the job.

Dates and Locations

August 15-16, 2012

AMA Conference Center

Arlington, VA

$1025.00

Accreditation

CLE Hours

This Program is eligible for:

11 (60 minute)

CPE Hours

This Program is eligible for:

13 (CPE) hours of credit

Program Level: Intermediate

Program Prerequisite: None

Advance Preparation: None

Method: Group-Live

CLP Hours

This Program is eligible for:

11 (CLP) hours of credit

Related Downloads

Registration Form for fax-in registrations (PDF)

CONTEMPORARY LEADERSHIP ISSUES

1. The Essence of Leadership

2. Leadership and Management

3. Leadership and Management Distinctions

4. What Leaders and Managers Do

5. The Study of Leadership Theory

a. A History of Leadership

b. Contemporary Theories of Leadership

6. Organizations

a. Pyramidal and Idea Organizations

b. The Organizations of the Future

7. Change

a. Employees and the Nature of Change

b. Speed of Change

c. Dimensions of Change

d. Organizational Change

8. The Leaders of the Future — Who They Are and

What They Must Do

A FRAMEWORK FOR LEADERSHIP

9. The Framework Approach

10. Three Dimensions of Leadership

11. Leadership Defined

a. The Elements of Leadership

b. Levels of Leadership

c. Leadership Styles

12. The Personal Dimension of Leadership

a. Values and Character

b. Attributes

13. The Skills of Leadership

a. Interpersonal Skills

b. Communication

c. Supervisory

d. Counseling

14. Conceptual

a. Critical Reasoning

b. Creative Reasoning

c. Ethical Analysis

d. Reflection and Introspection

15. Technical Competence

a. Technology and Professional Subjects

b. The Business and Professional Environment

c. Must The Leader Be The Expert?

16. The Actions of Leaders

a. Influencing

b. Communicating

c. Decision-Making

d. Motivating and Inspiring

17. Operating

a. Planning and Preparing

b. Executing

c. Assessing

18. Improving

a. Developing People and Organizations

b. Building Teams

c. Learning Organizations

DEVELOPING COLLEAGUES AND NEW LEADERS

19. The Importance of Counseling and Mentoring

20. Counseling vs. Coaching

21 The Leader as Counselor

22. Counseling Skills

23. Types of Counseling

24. Approaches to Counseling

25. The Counseling Process

PRINCIPLES OF ORGANIZATIONAL CHANGE

26. Commitment to Change/Resistance to Change

27. Communicating Change Issues

28. Accurate Data, Knowledge and Metrics for Change

29. Executive Support Throughout the Process

LEADERSHIP PRINCIPLES — ANALYSIS AND UPDATE

30. Review and Analysis of Leadership Principles and Practices

a. New Developments

b. Organizational Implications

Kenneth J. Allen served as a federal government lawyer from 1976 to 2007, and in the Army (either Active or Army Reserve) from 1970 until his retirement from the Army Reserve in 2002, and in the federal civil service from 1984 until his retirement in 2007. He is now the General Counsel of a corporation.

Drafted in 1970, he served on active duty as an enlisted combat engineer and received a direct commission. In 1975 he was a nonvoting member of President Ford's VietNam Clemency Board. After becoming a lawyer, he was an active duty judge advocate, and was the successful defense counsel in the 1978 Fort Jackson "Heat Stroke" double homicides, and later served as the Chief Commissioner of the Army Court of Military Review. In the Army Reserve, his senior staff assignments were at Headquarters US European Command; Command Judge Advocate 412th ENCOM (Fwd) Seckeinhiem, Germany; and Staff Judge Advocate, 315th Engineer Group. From 1996 to 2002 he was the reserve judge advocate liaison to the Army War College’s Peacekeeping Institute, where he advised on contingency and peacekeeping operations; taught in the resident War College; and served as the senior legal controller in the Army War College’s Strategic Crisis Exercises.

In his federal civil service career, he practiced law for the Federal Labor Relations Authority; the Department of the Army at Pirmasens and Ziewbrucken, Germany and Ft. Ritchie MD; the Defense Information Systems Agency; and the US Army Medical Research and Materiel Command, Ft. Detrick, MD, where he served as Command Counsel for Programs, Acquisition, and Litigation from 1997 to 2007.

Since 1995 Ken has been a frequent speaker for government and private educators. He has addressed the American Society of Military Comptrollers, the Army War College, and Army Management Staff College. He is currently an adjunct faculty member of the Naval Postgraduate School, Monterey CA, for whom he has taught on campus and overseas, as well as authoring articles on subjects such as foreign military sales and offsets. He has authored over 40 training manuals and courses on subjects such as government contract law, federal appropriations and fiscal law, trial advocacy, leadership and management, the interpretation of government contracts, federal grant practice, “contracting out” under OMB Circular A-76, and legal ethics.

In April 2007 Ken retired from the federal government and became the General Counsel of Engineering Systems Solutions, a service-disabled veteran-owned information technology company with government and private customers in the US and abroad. In addition to Government contract law, Ken’s duties now include corporate and personnel law, business relationships (e.g., teaming and joint venturing), import/export, and intellectual property law.

He is a graduate of the Brandeis School of Law at the University of Louisville, the resident Army JAG School basic and advanced courses, Army Command and General Staff College, Army Management Staff College, National Defense University, and the Army War College.

Accreditation

CLE Hours

This Program is eligible for:

11 (60 minute)

CPE Hours

This Program is eligible for:

13 (CPE) hours of credit

Program Level: Intermediate

Program Prerequisite: None

Advance Preparation: None

Method: Group-Live

CLP Hours