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Change Management and Executive Leadership in Organisations Postgraduate Course

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  • Course description
    By the conclusion of the specified learning and development activities, delegates will be able to: Distinguish between the concepts of ‘leader’ and ‘managerial leader;’ Demonstrate their understanding of at least 2 approaches to leadership; Demonstrate their understanding of the relationship between fielder’s situational model & McGregor’s Theory ‘X’ & Theory ‘Y’ leadership styles; Plot the relationship between managers with high & low least preferred co-worker (LPC), characteristics, respectively; Demonstrate their understanding of the High and Low LPC Leaders’ degree of behavioural control over their subordinates, respectively; Explain the relationship between the ‘goal-path model’ of leadership & the expectancy theory of motivation; Suggest problems with equalities or traits approaches; Explain ‘Person’ or ‘Consideration Oriented’ leaders and their relationship with employee satisfaction and subsequent staff turnover level; Point to specific empirical research supporting the relationship between participative leadership; Distinguish between control and influence administrative strategies; Demonstrate their understanding of the positive and negative implications of a manager’s choice of administrative strategy for the management of his or her organisation; Demonstrate an understanding of the relationship which exists between administrative strategy and leadership style;

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