The digital age is dramatically reshaping the rules for organizational success. The new context demands renewal of your capabilities and development of different mindsets. In this course, you’ll learn the different components of emotional intelligence at work. For example, you’ll learn how you can work effectively in teams, build cooperative relationships with your key stakeholders, exercise effective influence, handle difficult conversations, and create energy and enthusiasm to foster meaningful change. Our modules will begin with powerful stories that are illustrative of typical challenges faced by front-line leaders. We’ll analyze the case illustration using the ideas from emotional intelligence theory, and highlight the key lessons that you should take away in terms of mindsets and skills that you should master to distinguish yourself as a leader.
Leader as Change Agent
Research and practice show that managers and organisations face huge difficulties in reaching set targets through their change management initiatives. As a frontline leader, you are expected to bring about changes without having the authority to issue orders or give directives.You won’t have all the authority and resources, and yet you would be expected to bring about effective changes in your sphere of functioning. Changes are required to respond to newer opportunities and threats faster than your competitors. You would be expected to be both change agents and bring about effective changes; and at the same time, change recipients and operate within the framework of a larger mandate or organisational direction given to you from higher levels. Not surprisingly, leading change has become a highly critical managerial competence. This module will cover Lewin’s foundational model of change, Kotter’s influential framework of change management, levels of resistance to change and change leadership competencies.