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Leadership Lessons

Daily Schedule

Registration: 8:45am on the First Day
Meetings: 9am-12pm and 1pm-4pm

Registration Fee
$ 995

CPE Hours
This Course is Eligible for
13.0(CPE)
hours of credit.
Program Level: Basic
Program Prerequisite: None
Method: Group-Live
Advance Preparation: None
More CPE Info

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.

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.

We look forward to your participation.

Leadership Lessons Course Curriculum

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
    1. A History of Leadership
    2. Contemporary Theories of Leadership
  6. Organizations
    1. Pyramidal and Idea Organizations
    2. The Organizations of the Future
  7. Change
    1. Employees and the Nature of Change
    2. Speed of Change
    3. Dimensions of Change
    4. 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
    1. The Elements of Leadership
    2. Levels of Leadership
    3. Leadership Styles
  12. The Personal Dimension of Leadership
    1. Values and Character
    2. Attributes
  13. The Skills of Leadership
    1. Interpersonal Skills
    2. Communication
    3. Supervisory
    4. Counseling
  14. Conceptual
    1. Critical Reasoning
    2. Creative Reasoning
    3. Ethical Analysis
    4. Reflection and Introspection
  15. Technical Competence
    1. Technology and Professional Subjects
    2. The Business and Professional Environment
    3. Must The Leader Be The Expert?
  16. The Actions of Leaders
    1. Influencing
    2. Communicating
    3. Decision-Making
    4. Motivating and Inspiring
  17. Operating
    1. Planning and Preparing
    2. Executing
    3. Assessing
  18. Improving
    1. Developing People and Organizations
    2. Building Teams
    3. 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 of 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
    1. New Developments
    2. Organizational Implications

The Course Director

Kenneth J. Allen

Ken Allen is General Counsel of an engineering company. He has served in several assignments of positional and non-positional responsibility in the federal government over the last 35 years, to include 32 years in the Army (active and reserve) and the last twenty years in civil service. His leadership training is essentially in the organizational military and government models, e.g., NCO Academy, Officer Commissioning and Branch Specialty Courses, Command and General Staff College, National Defense University, and Army War College. He was one of the first civil service lawyers to graduate from the Army Management Staff College, and he now often serves as a seminar facilitator for the Army Management Staff College’s Personnel Management for Executives. Ken teaches frequently for government, educational and private organizations, to include the Army War College. He has a solid reputation as an effective educator of busy professionals, and his approach is informational, straightforward, and illustrated with practical, real-life examples. His presentation on Leadership and Management at Federal Publications’ 2004 MBA-Level Government Contracting Management Course drew enthusiastic accolades from attendees.