The Art of Influencing: Unlocking Leadership Potential

zaawansowany

PS_W02

PS_W03

PS_K03

Proficiency in English, basic understanding of leadership concepts and commitment to growth . ability to apply the knowledge and skills gained from the course in their own leadership roles or contexts.

By ensuring that participants meet these initial requirements, course organizers can create an environment conducive to learning and growth, where participants are able to fully engage with the course content and achieve their leadership development goals.

The topics listed below cover a wide range of aspects related to leadership theories, psychology of influence, communication strategies, transformational leadership, innovation, trust-building, and managing resistance. Each topic delves into specific areas crucial for understanding and practicing effective leadership in various organisational contexts.

Introduction to Leadership Theories

2. Psychology of Influence. Types of Influence:

3. The Leadership Triad: Knowledge, Trust, and Power

4. Self-Efficacy and Personal Leadership

5. Personal Leadership and Mobilising Potential

6. Understanding Transformational Leadership

7.Personal integrity and influence

8. The Uses and Abuses of Influence

9. Asking Better Questions as a Core Leadership Skill

10. Connect, Then Lead: Effective Communication Strategies

11. Sense-making in Organisational Change

12. Innovation Leadership

13. Leadership Styles and Influencing Tactics

14. Building Trust and CollaborationA - Vision n of the Future

15. Managing Resistance and Negative Influence:

16. Case Studies and Practical Situation Analyses

Balogun J., Johnson G. (2004). Organizational restructuring and middle manager

sensemaking. Academy of Management Journal, 47, 523-549.

Bandura, A. (1997), Self-efficacy: The Exercise of Control, Freeman, New York, NY.

Bartunek J. M., Rousseau D. M., Rudolph J. W., DePalma J. A. (2006). On the receiving end:

Sensemaking, emotion, and assessments of an organizational change initiated by

others. Journal of Applied Behavioral Science, 42, 182-206.

Bass B. M., Riggio R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum.

Baker EL, Gilkey R. Asking better questions—a core leadership skill. J Public Health Manag Pract. 2020;26(6):632–633.

Bennis, W. (1999), “The leadership advantage”, Leader to Leader, Vol. 12, pp. 18-23.

Bercheid, E. and Walster, E. (1978), Interpersonal Attraction, Addison-Wesley, Reading, MA

Carton AM, Murphy C, Clark JR. 2014. A (blurry) vision of the future: how leader rhetoric about ultimate goals influences performance. Acad. Manag. J. 57(6):1544–70

9. Cialdini R, Cliffe S. The uses (and abuses) of influence. Harv Bus Rev. 2013;91(7/8):76–81, 132.

Corrigan P. W., Diwan S., Campion J., Rashid F. (2002). Transformational leadership and the mental health team. Administration and Policy in Mental Health, 30, 97-108.

Cuddy AJC, Kohut M, Neffinger J. Connect, then lead. Harv Bus Rev. 2013;91(7/8):55–61, 132

Farahnak, L. R., Ehrhart, M. G., Torres, E. M., & Aarons, G. A. (2020). The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success. Journal of Leadership & Organizational Studies, 27(1), 98-111.

Kremer, H., Villamor, I., Aguinis, H. (2019). Innovation leadership: Best-practice

recommendations for promoting employee creativity, voice, and knowledge sharing. Business Horizons, 62(1), 65-74

Lii, P., Kuo, F.I. (2016). Innovation-oriented supply chain integration for combined

competitiveness and firm performance. International Journal of Production Economics, 174, 142-155.

Luftman, J. N. (2004). Managing the Information Technology Resource: Leadership in the nformation Age. Upper Saddle River, NJ: Pearson Prentice Hall.

Maritz, D. (1995). Leadership and Mobilizing Potential. Human Resource Management, 10 8-16.

Musselwhite C, Plouffe T. What's your influencing style? Harv Bus Rev. 2012. hbr.org/2012/01/ whats-your-influencing-style.

Musselwhite C, Plouffe T. When your influence is ineffective. Harv Bus Rev. 2012.

Neffinger J , Kohut M . Compelling people: the hidden qualities that make us influential. New York: Penguin Group; 2013.

Northouse PG. Leadership: Theory and Practice. 8th ed. Thousand Oaks, CA: SAGE; 2019.

Tschannen-Moran, M. (2001), “Collaboration and the need for trust”, Journal of Educational Administration, Vol. 39, pp. 308-31.

22. Zand, D.E. (1997), The Leadership Triad: Knowledge, Trust, and Power, Oxford University Press, New York, NY

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Be able to understand key concepts, theories, and models related to leadership in organisational contexts..

Apply effective communication strategies to influence and inspire others, fostering collaboration and achieving shared goals.

Evaluate the ethical implications of influence and leadership, distinguishing between constructive and abusive uses of power.

Apply theoretical concepts to real-world leadership challenges through case studies and practical situation analyses.

These subject learning outcomes are designed to equip students with the knowledge, skills, and abilities necessary to excel as effective leaders in diverse organisational settings.

Knowledge Acquisition: 40%

Application of Skills: 20%

Communication Effectiveness: 20%

Critical Thinking: 20%

Knowledge Acquisition: Assess participants' understanding of key concepts, theories, and principles related to influence and leadership. This could be measured through quizzes, exams, or written assignments covering course material.

Application of Skills: Evaluate participants' ability to apply learned skills and strategies in real-world leadership scenarios. This could involve case studies, simulations, or role-playing exercises where participants demonstrate their ability to influence others effectively.

Communication Effectiveness: Measure participants' communication skills, including clarity, persuasiveness, and active listening. This could be assessed through presentations, group discussions, or written communication tasks.

Critical Thinking: Assess participants' ability to analyze and evaluate complex leadership situations, identify challenges, and propose solutions. This could involve critical reflection exercises, problem-solving tasks, or written analyses of case studies.

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