Introduction

• How can I improve my leadership abilities?

• What are my leadership strengths and weaknesses?

• How can I empower individuals and teams to achieve their full potential?

• How can I have a positive impact on my team and the organisation?

Successful companies realize that the competencies of their people, especially their managers, are a crucial source of competitive advantage. Maximizing this asset requires a sophisticated understanding of leadership competencies and talent development strategies.

The program "Developing Leadership Competencies" is an opportunity for professionals to hone their leadership skills away from the glare of the corporate arena.

Self-knowledge is the first step of leadership. This program helps participants increase self-awareness. Before the program starts, participants carry out a self-assessment, including a 360-degree evaluation. During the course, managers receive feedback on their leadership capabilities and personal leadership style. They also design personal development plans and strategies to engage team members to achieve corporate goals. Upon the program’s conclusion, participants are offered “virtual coaching” to help them implement their plans.

Optimizing participants’ expertise in leading others is another key focus of the DLC program. Class sessions and individual coaching sessions give participants a thorough understanding of the coaching process. Participants learn practical ways to harness competencies for cultural change.

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Key Take-Aways

• Personal effectiveness: Improved self-management that leads to greater efficiency
• Coaching and leading: Development of a coaching style that empowers individuals and teams to achieve their full potential
• Leadership and change: Acquisition of the necessary tools and frameworks to successfully lead change
• Full Leadership: Enhanced personal performance that fosters success for the individual, the team and the organization as a whole

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Program Structure

Tuesday, November 6

LEADERSHIP ASSESSMENT
• Self-Leadership and Purpose
• Personality Assessment (Test: TCI-R)
• Cognitive Styles and Preferences (Test: Self Assessment Exercise) 
• Leadership Competencies (Test: IESE 360º)
• Global Assessment Overview

Wednesday, November 7

PERSONAL LEADERSHIP DEVELOPMENT 
• Personal and Professional Career
• Self-Leadership Strategies
• Relational Leadership 
• Developing Your Action Plan

Thursday, November 8

INTERPERSONAL LEADERSHIP
• Interpersonal Communication
• Managing Interpersonal Conflict
• High Performance Teams 
• Talent Development

Friday, November 9

ORGANIZATIONAL LEADERSHIP & CHANGE 
• Creating Leadership Contexts
• Organizational Governance
• Full Leadership (personal, interpersonal & organizational)
• Program Conclusions and Wrap-Up 

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Approach

Developing Leadership Competencies takes a practical approach to improving leadership effectiveness. Highly dynamic and interactive, the program employs a variety of methods such as case studies, group discussions, workshops and interactive lectures. Before the program begins, participants assess their personality and leadership competencies, including a 360-degree feedback evaluation.

In addition, participants maintain a learning log throughout the program to facilitate reflection and problem analysis. Through personal coaching sessions, participants create an individualized improvement plan to implement upon the program’s conclusion. The program incorporates a number of highly dynamic and interactive teaching methods, including role play, group discussions, class lectures and the case study method.

Widely used in executive education, the case study method is an intense, challenging approach that demands participants to make business decisions and take action by analyzing, arguing and defending their recommendations against a multitude of equally plausible solutions.

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Who Should Attend

The DLC program is ideal for general managers and senior executives in functional areas, as well as human resource professionals who seek to identify and develop leadership competencies to enhance personal & organizational effectiveness.

Past participants share their thoughts

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Faculty

	Alberto Ribera Academic Director Professor of Managing People in Organizations Ph.D. in Psychology, Universitat Internacional de Catalunya Ph.D. in Economics, Universidad CEU San Pablo Alberto Ribera joined IESE after a 15-year career in international organizations, his most recent position as the dean of the Euro Arab Management School. Prof. Ribera’s academic interests are interdisciplinary, combining neuroscience and psychology with management of organizations, especially those with an international scope. He sits on the board of the Istituto per la Cooperazione Universitaria and acts as a guest speaker at numerous international meetings, including the World Economic Forum and Foro Formentor.
	Sebastien Brion Assistant Professor of Managing People in Organizations M.S. and Ph.D. in Organizational Behavior, Haas School of Business at the University of California, Berkeley. B.S. in Psychology from Tufts University His research primarily investigates how individuals’ interpersonal perceptions impact organizationally relevant phenomena including power, alliance formation, and decision-making. Sebastien’s work experience includes consulting for organizations in both the human resources and social media industries. Sebastien was born in Belgium and has lived in the United States, Canada, and Spain, where he studied Spanish and psychology at the Universidad de Salamanca.
	Yih-teen Lee Assistant professor in the Department of Managing People in Organizations Ph.D. in Management, HEC, University of Lausanne Master in International Business, National Taiwan University Bachelor in International Trade, National Taiwan University Before joining IESE, he taught at HEC University of Lausanne (Switzerland), Angers Graduate School of Business ESSCA (France), Wright State University (Ohio, US), the American Graduate School of International Management Thunderbird Europe (France) and Lung-Hua University of Science and Technology (Taiwan, R.O.C.). One of Prof. Lee's recent papers on culture and the person-environment fit, titled "Satisfaction and Individual Preference for Structuring: What is Fit Depends on Where You Are From," won the Best International Paper Award of the Organizational Behavior Division at the 2006 Academy of Management Annual Meeting, and was one of the three finalists of the academy-wide Carolyn Dexter Award. Several other papers are currently under review for publication in academic journals. Prof. Lee is ad-hoc reviewer for the journal Leadership Quarterly and a member of the editorial board of the Revue économique et sociale. He is also member of the Academy of Management, the Association of Psychological Science, the European Group of Organizational Studies, the Standing Conference on Organizational Symbolism, the Association francophone de gestion des ressources humaines (Francophone Association of Human Resources Management) and the Association internationale du management stratégique (International Association of Strategic Management).

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