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Business is based on and work is accomplished through social relationships and social networks. For aspiring leaders mapping business and work dependencies and understanding their underlying dynamics is key to asserting oneself as a leader, building powerful coalitions, and to getting things done. This interactive, hands-on workshop empowers participants to engage in the hidden but essential leadership activity of “managing yourself and your boss”. Based on management case studies, it will provide you with actionable tools and techniques to manage yourself and your superior.
Change is a constant in many organisations. Leading change is challenging because as a leader you need to convince people to give up habits, routines, and scripts. Masterful change leadership is high on skills and low on threats: Leaders who are skilled at influencing social change processes understand what motivates people and how to get people to commit to new lines of thinking and action. In this case-based session, we explore some of the traps that can derail a leader’s attempt to change an organisation.
In this inspiring session, we show how leadership engagement and persuasion excellence matter. You will learn how a leader wisely used positional, personal, and relational power to create change: Nelson Mandela cultivating alignment, commitment and engagement (“ACE”) among the citizens of South Africa to overcome racial division between black and white South Africans in the post-apartheid era of his presidency. To cultivate engagement and commitment, leaders often need to use persuasion and negotiation tactics. Mandela skillfully used several classic principles of persuasion to accomplish his vision about change. This session aims to impact your view on change management, and how change and engagement in your organization can be accomplished.
Many organizations are delayering and reducing their hierarchies. In this session, we explore if leaders will be relevant in a future dominated by artificial intelligence and self-managing teams. Will the role of manager/leader disappear in the future? Do you think the future role of ‘the leader’ will only be to focus on change and transformation, or will the role of the leader also be central in mundane, day to day operations? In this session, we explore if and why leaders and managers are needed in today’s organizations. Specifically, and with reference to Google’s Project Oxygen we identify eight managerial practices that are important across business firms.
Managers, Directors, Executives, Head of Departments, Managing Directors
case studies, discussions, live simulations
is a Professor of Management at the Frankfurt School of Finance & Management, and a Visiting Professor of Strategy at University of St.Gallen (HSG), Switzerland. Before joining Frankfurt School, he was a Visiting Scholar at Stanford University, USA, a Post Doc Research Fellow at the Wharton School, University of Pennsylvania, USA, a Visiting Professor of Management at Bocconi University, Italy, and an Associate Professor of Organizational Behavior at the Ivey Business School, Western University, Canada.
His research has been funded by grants from the Danish and Canadian social science research foundations, and a number of private foundations and companies and has been published in leading academic journals such as Academy of Management Journal, Administrative Science Quarterly, Organization Science, Journal of Management and Journal of Management Studies. Prior to his academic career, he worked as a management consultant, and board member.