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leadership best practices

leadership best practices

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02/01/2013

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Leadership Best Practices
(SAP Business event type: 50105045)
Introduction
Leadership always has been a key differentiator between successful and
unsuccessful organizations.

In today's complex and competitive business environment, achieving and
retaining the leadership edge often seems to be an unattainable goal.
Leadership Best Practices focuses on proven leadership strategies and
takes cutting-edge research one step further by giving participants the
tools and techniques needed to both benchmark and enhance their
leadership practices and those of their organizations.

The program features several stimulating modules facilitated by HBS
faculty who examine the phenomenon of leadership and who have broken new
ground in the study of leaders or leadership development. Each expert
will unveil his or her latest groundbreaking research.

The essence of great leaders;
Cultural perspectives and organizational performance;
Service strategies that retain profitable customers;
The power of confidence in organizations;
The care and feeding of entrepreneurial leaders in companies;
Ambidextrous organizations and their competitive edge; and
Leadership with impact.
Through interaction with faculty thought leaders, senior executives
acquire new knowledge and enlightened perspectives on innovative
leadership practices.

Program Objectives

Incorporating a powerful mix of lectures, case studies, class
discussions, small-group interactions, and informal gatherings, the
program provides an important opportunity for participants to:

Gain early access to groundbreaking research on leadership;
Examine leadership best practices within complex organizations;
Build relationships with other organizational change agents for ongoing
collaboration;
Strengthen their individual capacity to position contemporary
organizations with the leadership edge by rethinking their approaches to
leadership and leader development;

Learn to bridge the gap between research theory and practical
application; and
Develop an implementable action plan for applying innovative concepts
and best practices within their own workplaces.
With more than 50 years' experience in executive education, Harvard
Business School is the leading provider of advanced learning
opportunities that strengthen the leadership capacity of both
individuals and their organizations. Unlike any other, the HBS Executive
Education learning model immerses the world's most promising managers in
a transformational experience that transcends the acquisition of
knowledge, skills, and tools\u2014and fosters professional, intellectual, and
personal development. Every program challenges executives to grow as
leaders, to shape powerful ideas into competitive solutions, and to
think and manage differently in a changing business world.

Curriculum
Do your company's leaders enhance the lives of others?

THE MEANING OF LEADERSHIP
Joel Podolny, author of a forthcoming book provisionally titled, The
Logic of Position, the Meaning of Leadership, and of a newly developed
case study on Sapient Corporation, considers the complex question: What
defines a great leader? While scholars have proposed many answers, he
believes that great leaders are defined by their ability to infuse
meaning and purpose into the lives of the individuals they lead and
serve. This meaning-making function of leadership is especially
important given the prevalence of economic trends that makes it harder
for people to pursue meaningful lives. Drawing upon a number of case
histories, he highlights different ways in which leaders create meaning
for others. Participants will examine the key reasons why great leaders
sometimes "fall" after their initial success and will develop an
enlightened perspective on the relationship between meaning creation and
the development of shareholder value.

Is your company benefitting from its cultural differences?

DIVERSITY AND ITS IMPACT ON PERFORMANCE
Robin J. Ely, coauthor of the case study, "Diversity at Work: The Impact
of Learning on the Diversity-Performance Link," addresses an important
organizational question: Does cultural diversity in a work group enhance
or detract from the group's performance? Based on in-depth analysis, she
suggests that the answer lies in the group's perspective on its
diversity. Specifically, she examines how a learning perspective enables
a group to reap process and performance benefits, while a nonlearning
perspective inhibits such gains. Participants will better understand how
a group's learning environment directly translates into performance

gains or losses from diversity and will learn to create more
constructive, productive intergroup relations in their organizations.
Is your company capitalizing on the power of its customers?

DIFFERENTIATING ON CUSTOMER SERVICE
Frances X. Frei, author of "Your Customers: Use Them or Lose Them" in
Harvard Business School's Working Knowledge online newsletter, claims
that companies can differentiate on service profitability. Sharing
research insights into the interactions between firms and customers, she
demonstrates the impact of leadership best practices on competitive
differentiation and sustainability. From real-life examples of win/win
situations, she demonstrates how service can benefit customers, while
delivering a disproportionate share of the profits to the company.
Participants will think differently about the realities of customer
service and profitability and will explore unconventional methods for
leveraging customer power to win.

Does your company foster the confidence necessary to create a culture of
success?
BUILDING A FOUNDATION OF CONFIDENCE

Rosabeth Moss Kanter, author of Confidence: How Winning Streaks and
Losing Streaks Begin and End, presents a new theory of organizational
cycles and dynamics, in which confidence is central to propelling
winning streaks or shifting downward spirals to cycles of growth. Citing
universal principles, real-life examples, and inspiring leadership
successes, she shows how confidence influences the outcome of virtually
every challenge in life and how the ways in which leaders respond
ultimately distinguish winning and losing organizations. Participants
will gain a greater awareness of the role that confidence plays in the
ability of organizations to achieve their missions. Through practical,
enduring lessons about creating a culture of success, they will learn
what is required of them as leaders to feed motivation and morale,
create a culture for productive problem solving, and encourage the
highest level of performance.

Does your company champion or shun emerging business opportunities?

LAUNCHING BUSINESSES FROM WITHIN: THE CHALLENGE OF CORPORATE
ENTREPRENEURSHIP
David A. Garvin, author of the recent Harvard Business Review article,
"What Every CEO Should Know About Creating New Businesses," and of a new
three-case series on IBM, tackles the huge challenges associated with
creating emerging businesses in large, complex companies. He develops a
list of essential "rules of the road," the 10 things that all corporate

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