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Management Masterclass in Leading Winning Teams

How To Apply Tools and Frameworks To Fulfil Your Team's Core Mission And Be A Better Leader of People
Instructor:
Jacqueline Seidel
57 students enrolled
English [Auto-generated]
Operate more effectively in their job roles
Utilise a set of complementary, inter-locking frameworks as tools to identify leadership behaviours and bases for exercising leadership power; and the deployment of appropriate leaders to a team’s development cycle
Analyse five behaviour modes consistently used in intra/inter-institutional relationships, and how and when to deploy those behaviour modes to protect and promote their organisation’s objectives
Identify characteristics of sociopathic leadership, as well as practical ethical and political leadership choices

Companies increasingly resort to establishing and deploying teams to develop and deliver goods and services, and consequently the capabilities of the leaders of those teams is often the deciding factor in success or failure.

“Leadership” is one of those concepts that can easily generate heated argument.  The use of the term ‘leader’, it is said, necessarily entails the consequence that there are ‘followers’. The ‘leadership’ argument runs a bit like the ‘nature-versus-nurture’ argument: Is ‘leadership’ innate/something a person is born with, or is ‘leadership’ a set of competencies and behaviours that can be acquired?

This course is not interested in the qualities of a charismatic “Leader”. Nor is this course interested in how leaders have good relationships with their teams and nurture their development. 

Team Leaders have one core mission: to get results from a group of people brought to work together in an entity identified as a ‘team’.  This course is about how leaders can apply tools and frameworks to fulfil that core mission.

Our special guest instructor, Chris O’Connell, is going to draw on his 50 years of experience in identifying leaders and supporting team development processes to achieve change in arenas.

We look forward to seeing you in the course and accompanying you on your journey.

Introduction

1
Introduction

We commence the course with an introduction to your instructors, as well as to the core elements of the course and our expectations of you as an active learner. We advise you on ways in which you can contact us, respond to activities, and interact with your fellow learners in order to gain the full benefits of the online learning environment.

2
The Difference Between Leadership and Management

One of the quasi ‘theological’ debates about “Leadership” is its difference from “Management”. It’s worth spending a few minutes up-front on this.

Please see the attached document (PDF), as we refer to this in the lecture.

3
Activity: Leadership vs Management

Please complete this activity before moving on to the next section.  Thank you.

Leading Winning Teams

1
Leading Winning Teams

In this session, we want to provide you with how to adapt and apply the concept of “Situational Leadership” to improve the likelihood that teams in your organisation win.

By “win”, we mean: achieve the objectives / deliverables they were established for, on-time and in full, despite obstacles.


2
Leading Winning Teams - In Greater Detail

Hersey and Blanchard characterized leadership style in terms of the amount of Task Behavior and Relationship Behavior that the leader provides to their followers. They categorized all leadership styles into four behaviour types, which they named S1 to S4. We examine those in this lecture.

3
Leading Winning Teams - the "So What"

What was the point of going through the overview of the concept of the life cycle of a team or a group and its related concept of situational leadership? This lecture considers the implications of the Hersey and Blanchard analysis for “leadership”.


4
Activity: Leading Winning Teams

Every section of this course contains an activity which we strongly recommend you complete, sharing your responses either in the Q&A Section or via PM, in order to gain the maximum benefit from this course.

This is your first activity, and we look forward to seeing your response.

Determining Effective Leadership Interventions

1
Determining Effective Leadership Interventions

Teams – indeed all organisations - are an organism, and like all things organic they are born, they live, they may flourish and they die.  

In that sense, teams and organisations in which teams are embedded have a life cycle, just like a human being.

In this section we examine the four stages of a team's development (or life cycle), and the leadership behaviours required for each of these phases (also called "Quadrants").

2
Determining Effective Leadership Interventions - In Greater Detail

An in-depth examination of the four quadrants and implications on leadership behaviours.

3
Activity 1: Leadership Interventions

Please complete this activity before moving on to the next.  Thank you.

4
Activity 2: Leadership Interventions

Please complete this activity before moving on to the next.  Thank you.

5
Activity 3: Leadership Interventions

Please complete this activity before moving on to the next.  Thank you.

6
Activity 4: Leadership Interventions

Please complete this activity before moving on to the next section. Thank you.

Nuanced Concept of a Leader's Power

1
Nuanced Concept of a Leader's Power

In this session, we want to talk about the concept of ‘Power’.  All Leaders exercise Power and all Leaders have to deal effectively with Conflict situations – it might be at the inter-personal level, the group level, or the organisational level of structures and processes. Let's look at moving away from the primitive concept of power as being about "command and control".

2
What are the Seven Bases of Power?

In this lecture we examine the Hersey and Blanchard "Seven Bases of Power" - a powerful set of interlocking practical frameworks that are always front-of-mind to be deployed in any development/change environment that requires leadership and team effort.

3
Activity 1: Nuanced Concept of a Leader's Power

Please complete this activity before moving on to the next lecture. Thanks.

4
Moving from Static to Dynamic

We add another layer to the Hersey and Blanchard model in this lecture.

5
Nuanced Concept of a Leader's Power - Wrapping Up

Bringing all elements together, we lead you in to this section's consolidation activities.

6
Activity 2: Nuanced Concept of a Leader's Power

Please complete this activity before moving on to the next lecture. Thanks.

Analysing and Dealing With The Five Cs

1
Introduction to the 5 Cs

In this section, we want to deal with five behaviour modes, each of which starts with the letter “C”, so I refer to this section as “the 5 Cs”.  We want to name “the 5 Cs”, provide an operational definition of each of “the 5 Cs” and then talk about the circumstances when it is rational to use them


2
Activity 1: The 5 Cs

Please complete this activity before moving on. Thank you.

3
The Five Cs - Cooperation

A focus on Cooperation:

(i)    When is it appropriate to use this behaviour mode
(ii)    What are the consequences of applying this mode


4
The Five Cs - Co-optation

A focus on Co-optation:

(i)    When is it appropriate to use this behaviour mode 

(ii)    What are the consequences of applying this mode

5
The Five Cs - Control

A focus on Control:

(i)    When is it appropriate to use this behaviour mode 

(ii)    What are the consequences of applying this mode

6
The Five Cs - Conflict

A focus on Conflict:

(i)    When is it appropriate to use this behaviour mode 

(ii)    What are the consequences of applying this mode

7
The Five Cs - Constipation

A focus on Constipation:

(i)    When is it appropriate to use this behaviour mode 

(ii)    What are the consequences of applying this mode

8
Activity: The Five Cs

Analysis using “the 5 Cs” will take you behind the language to the genuine behaviour mode.  That insight in turn will help you as the Leader to frame your response so you protect your organisation and its processes and take it on the winning path. 

This activity provides you with hands-on practice in framing an appropriate response.

Success Rules of Sociopathic Leaders

1
Introduction to Success Rules of Sociopathic Leaders

It's a contentious topic, but it needs to be addressed when discussing teams and leadership. This lecture introduces ten success rules, which are discussed in detail in the next lecture.

2
Success Rules of Sociopathic Leaders - In Greater Detail

Amoral, perhaps. Important to identify and understand the implications? Absolutely. This lecture dives deep into the ten success rules of sociopathic leaders.

3
The Ten Rules Detailed

We wrap up this topic looking at implications.

4
Activity: Success Rules of Sociopathic Leaders

Please complete this activity before moving on to the next section.  Thank you.

Political Choices in Leadership

1
Reasons to Use Teams

There are at least 6 political reasons why Leaders use Teams – whether in the commercial sector, the not-for-profit sector, or public (government) sector. Let's examine them in this lecture.

2
Creating Networks

Throughout this course we have repeatedly said that ‘leadership’ is a political commodity in any kind of organisation. This lecture examines networks, developing those "pearls", and the benefits to an effective leader.


3
Senior Management Teams

We frequently see the political nature of Leadership being played out in Senior Management Teams.  This lecture dives deeper into the make-up of SMTs.

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2 hours on-demand video
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Certificate of Completion