Leadership and Influence

Supervisors and Managers

Course Overview

Welcome to the Leadership and Influence workshop! They say that leaders are born, not made. While it is true that some people are born leaders, some leaders are born in the midst of adversity. Often, simple people who have never had a leadership role will stand up and take the lead when a situation they care about requires it. A simple example is parenting. When a child arrives, many parents discover leadership abilities they never knew existed in order to guide and protect their offspring. There are countless war stories of simple GI’s and sailors who rose to a challenge on their own in the heat of battle

Influence is subtle, yet incredibly powerful. You can order someone to do a task, but you cannot order them to do their best. It simply does not work and usually has the opposite effect. You can influence people to do their best by providing a strong, motivating example in addition to positive reinforcement. Leadership addresses tasks, while influence addresses attitudes and awareness. Influence is the soul of leadership.

Course Objectives

Research has consistently demonstrated that when clear goals are associated with learning that the learning occurs more easily and rapidly. With that in mind, let’s review our goals for today. 
By the end of this workshop, participants will be able to: 

  • Define “leadership”
  • Explain the Great Man Theory
  • Explain the Trait Theory
  • Understand Transformational Leadership
  • Understand the people you lead and how to adapt your leadership styles
  • Explain leading by Directing
  • Explain leading by Coaching
  • Explain leading by Participating
  • Explain leading by Delegating
  • Kouzes and Posner
  • Conduct a personal inventory
  • Create an action plan
  • Establish personal goals

Course Outline

Module One: Getting Started

  • Workshop Objectives 

Module Two: The Evolution of Leadership 

  • Defining Leadership
  • Characteristics of a Leader
  • Leadership Principles
  • A Brief History of Leadership
  • Three Theories of Leadership
  • Case Study
  • Module Two: Review Questions 

Module Three: Situational Leadership 

  • Situational Leadership: Telling
  • Situational Leadership: Selling
  • Situational Leadership: Participating
  • Situational Leadership: Delegating
  • Case Study
  • Module Three: Review Questions 

Module Four: A Personal Inventory 

  • An Introduction to Kouzes and Posner
  • A Personal Inventory
  • Creating an Action Plan
  • Case Study
  • Module Four: Review Questions 

Module Five: Modeling the Way 

  • Determining Your Way
  • Being an Inspirational Role Model
  • Influencing Others’ Perspectives
  • Case Study
  • Module Five: Review Questions 

Module Six: Inspiring a Shared Vision 

  • Choosing Your Vision
  • Communicating Your Vision
  • Identifying the Benefit for Others
  • Case Study
  • Module Six: Review Questions 

Module Seven: Challenging the Process 

  • Think Outside the Box
  • Developing Your Inner Innovator
  • Seeing Room for Improvement
  • Lobbying for Change
  • Case Study
  • Module Seven: Review Questions 

Module Eight: Enabling Others to Act 

  • Encouraging Growth in Others
  • Creating Mutual Respect
  • The Importance of Trust
  • Case Study
  • Module Eight: Review Questions 

Module Nine: Encouraging the Heart 

  • Sharing Rewards
  • Celebrating Accomplishments
  • Making Celebration Part of Your Culture
  • Case Study
  • Module Nine: Review Questions 

Module Ten: Basic Influencing Skills 

  • The Art of Persuasion
  • The Principles of Influence
  • Creating an Impact
  • Case Study
  • Module Ten: Review Questions 

Module Eleven: Setting Goals 

  • Setting SMART Goals
  • Creating a Long-Term Plan
  • Creating a Support System
  • Case Study
  • Module Eleven: Review Questions 

Module Twelve: Wrapping Up 

  • Words from the Wise 
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