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Leadership on the Edge: Developing leaders at 5, 267 feet

Experience the transformative power of climbing a mountain to develop leadership skills. Discover the importance of self-awareness, effective decision-making, and adaptability in unpredictable environments. This program focuses on developing highly effective leaders through experiential learning.

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Leadership on the Edge: Developing leaders at 5, 267 feet

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  1. Leadership on the Edge:Developing leaders at 5, 267 feet

  2. “That was the most important thing I have ever done in my career.”

  3. “I learned more about myself on the power pole than in 25 years of education.”

  4. Leadership on the Edge - Video https://www.youtube.com/watch?v=brVVK45STNs

  5. The MBA at a Crossroads • The knowledge and skills taught in MBA programs bear little resemblance to those needed in the real world (Eberhardt & Moser, 1997; Jennings, 1999, Pfeffer & Fong, 2002) • MBA curricula focuses too heavily on the functions of business rather than on the practice of managing (Mintzberg, 2005) • The typical MBA program does little to develop management skills and the skills it does create are often antithetical to effective management(Miles, 2005) • Effective management requires several diverse skills, yet skill development has been a largely peripheral element of MBA programs (Tyson, 2005) • Soft skills were underrepresented in most MBA programs, despite being highly regarded and sought after in the business world (Chronicle of Higher Ed, 2007)

  6. Lead in Organizational Situations;Adapt and innovate to solve problems, to cope with unforeseen events, and to manage in unpredictable environments. Develop the Capacity to:

  7. Purpose • Teach and develop skills that underpin individual and team success. • Develop self-awareness and highly effective leaders. • Inspire participants to achieve the impossible. • Guide reflection over the remainder of the semester. • Assessment: Pre/Post mixed subjects research design

  8. Why climb a mountain? • Unfamiliar and challenging environment. • Requires rapid decision making and flexibility. • True Everest goal • Opportunity to understand and develop leadership. LOTE

  9. Outcomes • Kouzes and Posner’s Leadership Practices Inventory, 2003 • Those in the LOTE section significantly improved on all five leadership practices (Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart). • LOTE section demonstrated greater improvements in on leadership practices over the course of the semester as compared to the control group. • Students in the LOTE section also increased on 11 of the specific leadership practice items, as compared to five for the classroom section.

  10. Outcomes • Significant interactions between course and course section for Inspire a Shared Vision and Challenge the Process. • These practices consistently have the lowest scores among the five leadership practices.

  11. Outcomes • Featured in BizEd Magazine, 2010 • Recognized as a best practice (2010) and as an example of Impact and Innovation by AACSB PRT. • Led to develop of Executive Leadership Institute (ING Direct, Capital One) • MBA Culture

  12. Questions?

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