The digital age is dramatically reshaping the rules for organizational success. The new context demands renewal of your capabilities and development of different mindsets. In this course, you’ll learn the different components of emotional intelligence at work. For example, you’ll learn how you can work effectively in teams, build cooperative relationships with your key stakeholders, exercise effective influence, handle difficult conversations, and create energy and enthusiasm to foster meaningful change. Our modules will begin with powerful stories that are illustrative of typical challenges faced by front-line leaders. We’ll analyze the case illustration using the ideas from emotional intelligence theory, and highlight the key lessons that you should take away in terms of mindsets and skills that you should master to distinguish yourself as a leader.
Leaders as Individual
-As frontline leaders, it is important for you to recognize your moods and emotions. You need a deeper understanding of the emotional needs that drive you and shape your behavior. Management research shows that the behavioral competencies are highly important for
individuals with leadership responsibility. In fact, without behavioral competencies, even
otherwise bright individuals fail in managerial and leadership roles. These competencies are not
innate; they are learned through guided introspection and practice.
This module will deal with the topics of emotional intelligence, self-awareness, interpersonal
relations, leadership skills and mindsets, avoiding the trap of derailment, and building personal
development plan. We also have an interview with a senior industry practitioner on
competencies of an effective leader.
Leaders as Relationship Builder
-People are at the center of any organization. For leaders to achieve organizational goals, they
need to understand the people they are leading. To be effective, a leader has to allocate
significant time and effort to build and develop cooperative relationships with key internal and
external stakeholders. Building and maintaining relationships is a critical competence for
effective leaders. This is aimed at not just direct reports. You also need positive relations with
peers, bosses, senior leaders, people at operating levels and relevant others outside the
organization. When there is mutual trust, influence and credibility, organizational work
becomes easier. In short, relationships are critical for leadership success.
This module will focus on the topics of listening, coaching and feedback, delegation and
building effective teams. We also have an interview with an industry expert on building
Leader as Influencer and Collaborator
-Organizations are teams of teams. By definition, a manager gets work done not only through
one’s own resources and efforts, but also through others. In other words, you are required to
work effectively with people outside your team. These are individuals and groups within the
organization and also outside. You have to influence people at different levels and functions,
build collaborative relationships wherever possible, negotiate wisely, handle difficult
conversations and make decisions in the face of uncertainty and complexity. In this complex
arena, formal authority or position power is only a limited resource. You have to influence
without authority, and this will require you to draw on your personal power, resources and
approaches. You have to develop skills and mindsets for the challenges of managing conflict,
handling difficult conversations and carrying out effective negotiations.
This module will deal with the topics of influence, conflict management, handling difficult
conversations, negotiation and decision making. As a part of this module, we have two
interviews – one with a negotiation expert on what it takes to be an effective negotiator, and
the second with an industry expert on the topic of complex decision making.
Leader as Change Agent
-Research and practice show that managers and organisations face huge difficulties in reaching set targets through their change management initiatives. As a frontline leader, you are expected to bring about changes without having the authority to issue orders or give directives.You won’t have all the authority and resources, and yet you would be expected to bring about effective changes in your sphere of functioning. Changes are required to respond to newer opportunities and threats faster than your competitors. You would be expected to be both change agents and bring about effective changes; and at the same time, change recipients and operate within the framework of a larger mandate or organisational direction given to you from higher levels. Not surprisingly, leading change has become a highly critical managerial competence. This module will cover Lewin’s foundational model of change, Kotter’s influential framework of change management, levels of resistance to change and change leadership competencies.