Learning as you lead
Self-awareness, continuous learning and leadership thought.
Two hours on learning as you lead: self-awareness as a continuing practice, how you and others learn, and a century of leadership thought used as a practical diagnostic kit.
- Level
- Focus
- Learning time
- 2 hours
- Where
- Serving the public
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Officers and managers leading teams through change, and anyone newly leading others
Overview
When the destination is not yet fixed, leaders can rely on knowing how they learn and which ideas about leadership help in which situations. Drawn from the half day When the map runs out, this course treats self-awareness as a practice to return to, drawing on Honey and Mumford's learning styles, Broadwell's Conscious Competence model and Luft and Ingham's Johari Window, with Ray Dalio's radical transparency as an extreme example. It then maps a century of leadership research, from Stogdill's trait theory and Blake and Mouton's Managerial Grid to Fiedler, Hersey and Blanchard and complexity leadership, tested against cases from Shackleton to Semco.
Aims
Put simply, the aim is to help leaders keep learning on purpose: coaching others in the way they learn, making their own automatic skills explicit enough to pass on, closing blind spots through feedback they seek out, and choosing the leadership approach that fits the people and the moment.
In summary, you will be able to:
- Use Honey and Mumford's learning styles and the Conscious Competence model to coach each team member in the way they learn.
- Plan specific ways to seek the feedback that closes your own blind spot, drawing on the Johari Window.
- Apply the Managerial Grid and situational models to judge whether a leadership style fits the people and situation in front of you.
What you'll develop
Through this Focus course, you will build the ability to:
- Use Honey and Mumford's four learning styles to choose development that sticks for you and to coach each team member in the way they learn.
- Explain how each major school of leadership thought, from trait theory to complexity leadership, responded to the limits of the one before it.
- Apply the Conscious Competence model to slow down and make your own automatic skills explicit enough to pass on.
- Apply the Managerial Grid, Fiedler's contingency model and Hersey and Blanchard's situational model to judge whether a leadership style fits the people and situation in front of you.
- Explain why the Johari Window's blind spot closes only through deliberately sought feedback, and plan specific ways to seek it in your own setting.
- Distinguish transformational, authentic, ethical and distributed leadership, and use the five synthesis questions to choose the lens a real leadership problem calls for.
Built from 2 parts.
2 hours of learning.
- 01What got you hereSelf-awareness and learning for senior managersBitesize · High Performing Managers · module 21 module
- 02Where leadership ideas come fromLeadership theory and models explainedBitesize · Leadership1 module