Active Leadership and the Context for Leadership
- 23 Videos | 38m 4s
- Includes Assessment
- Earns a Badge
Today's business climate is characterized by intense competition coupled with flattened hierarchies, multi-dimensional teams, and a diverse working environment. This reality requires a repertoire of leadership practices and skills for anyone responsible for getting results with and through others. Recent studies confirm the leader is the prime factor for creating a productive work environment and contributing to higher employee retention. The Active Leadership Model provides the concepts, context, and perspective for active leaders. This course will cover the key aspect of KUBA, the tasks, and the ability and motivation for performance. You'll then learn about the difference leadership styles used according to individual abilities and motivation. You'll learn to recognize time and the importance of progression as well as how to adapt the detail and frequency of task-related information with the ability and motivation of the employee. Finally, you'll reflect on the compelling reasons for becoming a better leader. This course was originally created by Global Knowledge (GK).
WHAT YOU WILL LEARN
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discover the key concepts covered in this courseexplain the choice and characteristics of leadershipdefine the key aspects of KUBA (Know-Understand-Believe-Act)recognize the strategies available for active leadershiprecognize the five important perspectives for successful leaders to considerdescribe the business case for leadershiplist the questions that are useful when reflecting on leadership skillsdescribe how to establish clear and align goalsdefine the Active Leadership Modelrecognize a task and why it is a fundamental concept for the Active Leadership Modeldescribe the varying abilities and motivation levels in individualsexplain task ownership in relation to the employee's level of ability and the motivation to complete the task
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distinguish the differences between leadership styles in relation to level of ability and motivationrecognize time and the importance of progression in the Active Leadership Modelrecognize the importance of adapting the detail and frequency of task-related information with the ability and motivation of the employeedescribe approaches to help assess progress and support employeesdiscuss how to apply the Active Leadership Modelapply the leadership style in the Diane and Sonja scenario according to ability and motivationapply the leadership style to Brian and Francis scenario according to ability and motivationrecognize how to apply the leadership style to Brian and Francis scenarioreflect on the reasons for becoming a better leaderdiscuss how to demonstrate self-awarenesssummarize the key concepts covered in this course
IN THIS COURSE
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1.Course Overview1m 55sUP NEXT
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2.The Choice of Leadership2m 20s
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3.The Key Aspects of KUBA2m 7s
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4.Overview of the Active Leadership Profile1m 16s
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5.Perspectives for Leaders1m 34s
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6.The Business Case for Leadership1m 9s
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7.Reflections on leadership1m 53s
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8.More or Less: Establishing clear and aligned goals32s
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9.Active Leadership Model49s
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10.Tasks in the Active Leadership Model1m 19s
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11.Ability and Motivation for Performance2m 27s
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12.Task Ownership in the Active Leadership Model1m 18s
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13.Leadership Styles in the Active Leadership Model1m 12s
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14.Time and Progression in the Active Leadership Model1m 8s
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15.Detail and Frequency in the Active Leadership Model3m 34s
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16.Assessing Progress in the Active Leadership Model2m 23s
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17.Applying the Active Leadership Model1m 29s
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18.Applying Active Leadership: Diane and Sonja3m 29s
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19.Applying Active Leadership: Brian and Francis2m 24s
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20.Debrief - Active Leadership: Brian and Francis2m 2s
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21.Compelling Reasons to Become a Better Leader34s
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22.More or Less: Demonstrating Self-awareness31s
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23.Course Summary39s
EARN A DIGITAL BADGE WHEN YOU COMPLETE THIS COURSE
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