Leadership
Leading well · 7 modules · 9 hours 30 minutes in all
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Free, twenty minutes from the start of the topic.
Start Here
One complete idea, 1 hour 30 minutes.
The Whole Topic
Every module, in order: 9 hours 30 minutes.
Other sizes: see all 11 products
Bitesize
6 courses
LeadershipSetting the directionBitesize1 hour 45 minutes£39
LeadershipLeading from the inside outBitesize1 hour 15 minutes£39
LeadershipWhen the way ahead is unclearBitesize1 hour 15 minutes£39
LeadershipStronger togetherBitesize1 hour 15 minutes£39
LeadershipOne size never fits allBitesize1 hour£39
LeadershipLessons from the real worldBitesize1 hour 15 minutes£39
Focus
3 courses
Explore
2 courses
Captions and full transcripts on every slide · Organisations can pay by invoice
Course overview.
Leadership ideas have changed because the world leaders face keeps changing. This topic follows that story, from trait theory to complexity, and asks what it means for how you lead today. You will look at setting direction, leading from your values, leading through uncertainty and leading with and through others, then test it all against real case studies, including your own situation.
What you will gain.
A clear sense of direction
Set a strategy with a real diagnosis behind it, and explain it so others follow.
Steadiness under pressure
Lead from your values when the way ahead is unclear, and know how you show up when it is hard.
Teams that work
Read where your team is, build trust from the ground up, and share leadership well.
See all 6 learning outcomes
By the end of this Immerse, you will be able to:
- Explain how each major school of leadership thought, from trait theory to complexity leadership, responded to the limits of the one before it.
- Compare the planning, positioning, emergent and kernel schools of strategy and assess whether a strategy contains a genuine diagnosis, guiding policy and coherent action.
- Distinguish stated from revealed values and use Goleman's five components of emotional intelligence to assess how you show up under pressure.
- Identify a team's developmental stage and diagnose its dysfunctions from the foundation of trust upward, using Tuckman, Katzenbach and Smith, and Lencioni.
- Compare what private, public and social sector organisations optimise for and explain how that changes the way good leadership is expressed.
- Use the four questions of diagnose, decide, distribute and sustain to read a real leadership situation, including your own.
The modules.
Focus · Ideas that shape direction
2 modules · 3 hours01Foundations: The Evolution of Leadership ThoughtFree Taster1h 30m
This module maps a century of leadership research as a practical diagnostic kit rather than a history lesson. It traces trait theory from Stogdill, behavioural theory from Ohio State, Michigan and Blake and Mouton's Managerial Grid, and contingency thinking from Fiedler and Hersey and Blanchard, then moves through transformational, authentic, ethical, distributed and complexity leadership, tested against cases from Shackleton to Semco.
Bitesize: Where leadership ideas come from, with module 102Strategic Leadership in Depth1h 40m
Strategy without leadership is only a document, and this module explores how leaders turn strategic choices into organisational reality. It covers Ansoff, Porter's Five Forces and generic strategies, Mintzberg's emergent strategy and Rumelt's kernel, then Kotter's eight steps, Kim and Mauborgne's tipping point leadership and Collins' Level 5 leaders, before upper echelons theory, strategic intent, execution and Lafley and Martin's Playing to Win.
Bitesize: Setting the direction, with module 2
Focus · Steady at the centre
2 modules · 2 hours 30 minutes03Leading Self: Values, Ethics and Identity1h 19m
You cannot lead others you have not first led yourself. This module turns the lens inward, drawing on Goleman's emotional intelligence, Schwartz's values theory, Peterson and Seligman's character strengths, Greenleaf's servant leadership, three ethical lenses and moral courage, then resilience research, Neff's self-compassion, Clance and Imes on the imposter phenomenon and Manz and Neck's self-leadership strategies, with cases including Schultz, Bachelder and Sandberg.
Bitesize: Leading from the inside out, with module 304Leading through Complexity and Uncertainty1h 16m
No plan survives first contact, and this module helps you lead well when certainty is not coming. It covers VUCA, Rittel and Webber's tame and wicked problems, the Cynefin framework and the Stacey Matrix, then Heifetz's adaptive challenges, complexity leadership theory, the Stockdale Paradox, Weick's sensemaking, OODA and the pre-mortem, before Marquet's leader-leader model, Edmondson's psychological safety and Taleb's antifragility.
Bitesize: When the way ahead is unclear, with module 4
Focus · Leading with and through others
3 modules · 3 hours 30 minutes05Leading Others: Collective, Distributed and Team Leadership1h 19m
No leader ever moved anything alone. This module shifts attention from the individual leader to the team, using Tuckman's stages, Katzenbach and Smith's performance curve and Lencioni's five dysfunctions, then Pearce and Conger's shared leadership, Kelley's followership and situational delegation, with Pixar, Buurtzorg and W. L. Gore as cases, before trust, Thomas and Kilmann's conflict modes, Whitmore's GROW model, diversity and hybrid working.
Bitesize: Stronger together, with module 506Leadership in Context1h 09m
There is no such thing as a good leader in the abstract, only one who fits. This module explores how leadership must flex across sector, culture and condition: what public, private and social organisations optimise for, Hofstede's dimensions and the GLOBE study, Greiner's growth model, crisis and steady-state modes, the evidence on generations and the effect of size, illustrated through Hesselbein, Tata and Barra.
Bitesize: One size never fits all, with module 607Applied Leadership: Case Studies Compendium1h 10m
This module introduces no new theory. Instead it applies the frameworks of the Leadership programme to six real leaders: Nelson Mandela, Muhammad Yunus at Grameen Bank, Warren Buffett at Berkshire Hathaway, Terry Leahy at Tesco, Sara Blakely at Spanx and Paul Polman at Unilever. Using four questions, diagnose, decide, distribute and sustain, it builds the judgement to choose which lens fits a live, unlabelled situation.
Bitesize: Lessons from the real world, with module 7
Immerse Days and Programmes That Use This Topic
Complexity, decisions and innovationWhen there is no right answerImmerse9 hours£249
Leading yourselfSteady under pressureImmerse8 hours 30 minutes£249
Leading yourselfLeading on your own termsImmerse10 hours£249
Strategy and the futureLeading at the strategic levelImmerse9 hours 30 minutes£249
Strategy and the futureThinking like a directorImmerse8 hours£249
Strategy and the futureSetting the courseFlagship19 hours 30 minutes£499
Strategy and the futureTaking the director’s chairFlagship15 hours£459
Communities and systemsBeyond our own wallsFlagship19 hours£499
Serving the publicHolding steady, moving forwardFlagship27 hours 30 minutes£549
Leading peoplePlaces people want to workSignatureLive with Jon and AmandaBespokeTalk to us about Places people want to work →
Serving the publicLeading as a politicianSignatureLive with Jon and AmandaBespokeTalk to us about Leading as a politician →
Leading yourselfThe leaders' circleSignatureLive with Jon and AmandaBespokeTalk to us about The leaders' circle →
Emotional IntelligenceKnow yourself, lead othersExplore5 hours£129
Resilience, Wellbeing and AdaptabilityBend, don't breakImmerse11 hours 30 minutes£249
Coaching and MentoringGrowing people wellImmerse10 hours 30 minutes£249
Imposter Syndrome and ConfidenceOwning your placeExplore5 hours 30 minutes£129
Women in LeadershipRoom at the topFocus4 hours£69
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Start small. Pay only the difference.
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.