How to become a Leadership and Manager? → 2- Leadership Styles - Tetra Pillars Company

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Organizational Development & Capacity Building

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How to become a Leadership and Manager?

How to become a Leadership and Manager?

Curriculum

20 Sections
146 Lessons
10 Weeks

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Fundamental of Management
2
- 1.1
  Introduction
- 1.2
  Theories and Models of Organization Management
HR Theories
5
- 2.1
  Classical Management Theories
- 2.2
  Human Relations Theories
- 2.3
  Systems Theory
- 2.4
  Contingency Theory
- 2.5
  Behavioral Management Theories
Key Components of Organization Management
4
- 3.1
  Planning
- 3.2
  Organizing
- 3.3
  LeadingC
- 3.4
  Controlling
Knowledge Management
5
- 4.1
  Introduction
- 4.2
  Key Principles of Knowledge Management
- 4.3
  Key Components and Practices
- 4.4
  Benefits and Impacts
- 4.5
  Challenges and Considerations
Change Management
7
- 5.1
  Introduction
- 5.2
  Key Principles of Change Management
- 5.3
  Key Components and Practice
- 5.4
  Benefits and Impacts
- 5.5
  Challenges and Considerations
- 5.6
  Case Study
- 5.7
  Answer
Total Quality Management (TQM)
14
- 6.1
  Introduction
- 6.2
  Core Principles of TQM
- 6.3
  Key Components and Practices
- 6.4
  Benefits and Impacts
- 6.5
  Challenges and Considerations
- 6.6
  Integration with Strategic Planning
- 6.7
  Leadership and Management Commitment
- 6.8
  Training and Development
- 6.9
  Risk Management and Compliance
- 6.10
  Measurement, Monitoring, and Reporting
- 6.11
  Sustainability and Long-Term Success
- 6.12
  Rest
- 6.13
  Case Study
- 6.14
  Answer
Agile Management
4
- 7.1
  Core Principles of Agile Management
- 7.2
  Key Practices and Frameworks
- 7.3
  Benefits and Impacts
- 7.4
  Challenges and Considerations
Organizational Structure
9
- 8.1
  Introduction
- 8.2
  Key Components of Organizational Structure
- 8.3
  Types of Organizational Structures
- 8.4
  Impacts and Considerations
- 8.5
  Cultural and Behavioral Considerations
- 8.6
  Strategic Alignment and Integration
- 8.7
  Technology and Digital Transformation
- 8.8
  Globalization and Organizational Complexity
- 8.9
  Reporting
Reporting
7
- 9.1
  Introduction
- 9.2
  Key Components of Reporting System
- 9.3
  Types of Reporting in Management
- 9.4
  Benefits and Impacts
- 9.5
  Challenges and Considerations
- 9.6
  Examples
- 9.7
  RestCopy
Organizational Behavior
Leadership Theories: Exploring various leadership styles and their effectiveness. Organizational Culture: Analyzing how values, beliefs, and behaviors shape organizational dynamics. Motivation and Engagement: Advanced theories and practices to drive employee performance and satisfaction.
3
- 10.1
  Leadership Theories
- 10.2
  Organizational Culture
- 10.3
  Motivation and Engagement
Performance Management
5
- 11.1
  Introduction
- 11.2
  Key Components of Performance ManagementC
- 11.3
  Key Principles and Practices in Performance Management
- 11.4
  Benefits and Impacts of Performance Management
- 11.5
  Challenges and Considerations in Performance Management
Organizational Development (OD)
4
- 12.1
  Introduction
- 12.2
  Key Components of Organizational Design
- 12.3
  Benefits and Impacts of OD
- 12.4
  Challenges and Considerations in OD
Stakeholder Management
5
- 13.1
  Introduction
- 13.2
  Key Components of Stakeholder Management
- 13.3
  Key Principles and Practices in Stakeholder Management
- 13.4
  Benefits and Impacts of Stakeholder Management
- 13.5
  Challenges and Considerations in Stakeholder ManagementCopy
Introduction to Leadership
10
- 14.1
  1- Introduction
- 14.2
  2- Leadership Styles
- 14.3
  Autocratic Leadership
- 14.4
  Democratic Leadership
- 14.5
  Laissez-Faire Leadership
- 14.6
  Transformational Leadership
- 14.7
  Transactional Leadership
- 14.8
  Situational Leadership
- 14.9
  Rest
- 14.10
  Case Studies
Communication Skills for Leaders
5
- 15.1
  1- Effective Verbal and Written Communication
- 15.2
  Verbal Communication
- 15.3
  Written Communication
- 15.4
  2- Active Listening Skills
- 15.5
  3- Non-Verbal Communication
Team Building and Collaboration
11
- 16.1
  1- Building and Leading High-Performing Teams
- 16.2
  Clear Vision and Goals
- 16.3
  Effective Communication
- 16.4
  2- Conflict Resolution
- 16.5
  Active Listening
- 16.6
  Mediation and Negotiation
- 16.7
  3- Team Dynamics and Diversity
- 16.8
  Understanding Individual Strengths
- 16.9
  Embracing Diversity
- 16.10
  Rest
- 16.11
  Case Studies
Motivation and Employee Engagement
11
- 17.1
  1- Motivational Theories
- 17.2
  Maslow’s Hierarchy of Needs
- 17.3
  Herzberg’s Two-Factor Theory
- 17.4
  2- Recognition and Rewards
- 17.5
  Regular Feedback
- 17.6
  Incentives and Rewards
- 17.7
  3- Employee Satisfaction and Engagement
- 17.8
  Work-Life Balance
- 17.9
  Meaningful Work
- 17.10
  Rest
- 17.11
  Case Studies
Ethical Leadership
11
- 18.1
  1- Ethics in Leadership and Decision-Making:
- 18.2
  Integrity and Transparency
- 18.3
  Fairness and Justice
- 18.4
  2- Corporate Social Responsibility (CSR)
- 18.5
  Environmental and Social Responsibility
- 18.6
  Ethical Supply Chain Management
- 18.7
  3- Balancing Stakeholder Interests
- 18.8
  Stakeholder Engagement
- 18.9
  Long-Term Perspective
- 18.10
  Rest
- 18.11
  Case Studies
Performance Management
11
- 19.1
  1- Setting Goals and Expectations
- 19.2
  SMART Goals
- 19.3
  Alignment with Organizational Objectives
- 19.4
  2- Providing Feedback and Coaching
- 19.5
  Regular Feedback
- 19.6
  Coaching for Development
- 19.7
  3- Performance Appraisals and Improvement Plans
- 19.8
  Objective Evaluation
- 19.9
  Development Plans
- 19.10
  Rest
- 19.11
  Case Studies
Strategic Leadership
13
- 20.1
  1- Visionary Leadership
- 20.2
  Inspiring Vision
- 20.3
  Communication Skills
- 20.4
  2- Strategic Planning and Execution
- 20.5
  Strategic Analysis
- 20.6
  Goal Setting and Execution
- 20.7
  3- Leading Change and Innovation
- 20.8
  Adaptability and Flexibility
- 20.9
  Promoting Innovation:
- 20.10
  Case Studies
- 20.11
  Rest
- 20.12
  Exam
- 20.13
  Contact Form

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1- Introduction

Autocratic Leadership

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