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Essential Skills for Leaders

Course Code



1 Day

This course provides information with identifying the roles of a manager. As the day progresses, participants identify their leadership style and examine blockers that could hinder their leadership ability. Participants explore three styles of management and review a basic theory of human behavior as it relates to leadership. They learn a model of interaction that enhances a collegial relationship with their associates. Issues such as building trust and delegation are fully explored.
This course is designed for individuals who are managers.

Upon completion of this course, participants will be able to:

  • Learn a basic theory of human behavior and how it relates to leadership
  • Identify his or her personal leadership style
  • Know the different styles of interaction
  • Identify what employees need and want from their jobs
  • Learn ways to build trust
  • Identify levels of trust
Evolution of supervisor’s responsibilities
The changes in roles

This introductory section begins with participants identifying the differences between a manager and a leader. They examine their roles as they relate to the identified differences.

Styles of Management
Leadership Inventory
Analysis and debrief

In this section, three different managerial styles are examined. Participants identify the pros and cons of each style. Participants also identify their supervisory strengths and weaknesses by taking the leadership inventory.

Understanding Human Behavior
The cycles
What people want from their job?
Human Behavior Truisms

Human behavior is reduced into a simplistic metaphor of the positive and negative cycles. Participants gain an understanding of when employee’s needs are met; they ultimately become happier and more productive.

Interaction Styles
Parent-Adult-Child model (PAC)
The five key questions and identifying the “hook”
Case study

The manner in which leaders interact with employees determines the type of relationship. Understanding the three distinct roles people play will enhance the leader’s ability to maintain successful relationships. Even with the best intentions, leaders often “get hooked” into negative confrontations. A model is presented that helps leaders avoid the “hook.”

Building Trust
Defining trust
TOP Inventory
Behaviors associated with trustworthiness
Rebuilding trust

Trust is the mortar that cements all relationships. In this section, participants identify their level of trust as well as examine the components of trust and trustworthiness. Utilizing activities, participants gain an understanding of how to build trusting relationships.

Putting It Together

Summary and Conclusion

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