Leadership
and personal effectiveness of the head (56 hours)
The
Course Module:
1.1 Personal effectiveness
manager.
1.2 Leadership. 7 Habits of
modern leadership.
1.3 Personal Branding.
Reputation successful and popular leader.
1.4 Emotional Intelligence as
the basis of the leader's personality.
1.5 Time management supervisor.
1.6 Management of reputational
risk - a factor of increasing personal effectiveness.
1.7 Team building.
Head-leader in the organization
- the driving force of its development, rallying employees. Leadership - is a
skill that can be purchased and improve. Type of Leader depends solely on your
inner qualities and the corporate environment of the company.
A leader must demonstrate not
only his subordinates competence, but also to instill in them faith in
themselves and help in the development of professional skills and qualities.
Henry Ford, the world's largest
manufacturer once said: "The most important task of leading cadres - to
improve management skills in other people."
Personal effectiveness depends
not only on the professionalism of the manager and highly qualified but
positive qualities, the ability to carry out their work and help to ensure that
the work performed by other.
Delegation of authority - is
the most important ability of highly skilled leader,
without which it is difficult to achieve effective workflow management. This is
a key leadership skills, it allows you to develop your management skills,
initiatives for staff to check their diligence and quality. Providing the most
subordinate initiative enhances their credibility is an additional means of
motivation. Proper delegation of authority contributes to increased
productivity in the company as a whole.
Training in management and
leadership in helping organizations understand how and to whom you want to
delegate authority so that productivity is not reduced, but only increased.
Effective planning helps free up time for more important and intractable
problems, thus ensuring, improving the performance of your business machines.

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