About CourseWe will be running this course again soon - Watch this space!
Join Assistant Professor Dr James Blackmore-Wright at the Strategic Leadership course
Course duration: 12 hours of content over 4 - 5 weeks
2 Live/online seminars
A strategy is a means to an end, not an end itself. In the 21st century, strategy has become a much more nuanced and interconnected concept than in previous eras, matching the complex and volatile business and social environment of a global economy. Organisations need to set goals and objectives to stay relevant and create value, and it is the task of the leader to help form the strategy to get there. Strategy is a bedrock of leadership, and executing it effectively needs many skills, from effective horizon scanning and market analysis to how and when to make key investment decisions. This course will explain the multiple decisions that form a strategy and bring it together as a coherent whole in a business model.
Strategic leadership demands the ability to navigate an organisation through uncertain times and today’s executives need a skillset that can, ultimately, mean the difference between success and failure. In the Strategic Leadership module of Management Today’s Leadership Learning programme, students will learn how to embed long-term organisational development into their thinking, how to navigate complexity and uncertainty and how to demonstrate the behaviours (from horizon scanning to scenario planning) required of truly strategic leaders.
How the course is structured
We open and close with live (synchronous) and interactive seminars. In-between, as a participant you will work your way through the prepared content at your own pace.
There are four parts to the course, and these will include ideas for activities and reflections you can try, alongside a range of thought-provoking reading and viewing to fuel your exploration of the topic. Activities aim for new ideas which you can bring to the group in online discussions and Q&A, as well as to the second live seminar.
An additional opt-in reflective practice writing exercise can be submitted for informal feedback up to two weeks from the end of the course.
What Will I Learn?
- We open and close with two, two-hour live (synchronous) seminars.
- In-between, as a participant you will work your way through the prepared content at your own pace.
- Ideas for activities you can try, and reflections you can make, are given in each of the four main parts of the Course.
- Activities often result in new ideas, which you can bring to the group in online discussions and Q&A, as well as to the second and final live meeting.
- For those who wish, an additional opt-in reflective practice writing exercise can be submitted for informal feedback up to two weeks from the end of the course.
Topics for this course
Help and course instructions
Overview by course leader
Part 1: Strategic Leadership
Preparation for the live seminar
How do we define strategy?
Definition of strategy
Levels of strategy
Strategic Leadership Concepts and Theories
Part 2: The complex world of leading strategically – Systems.
Systems leadership and complex adaptive systems
Types of systems
Developing your personal systems leadership practice
Building intentional relationships
Part 3: Strategic decision-making
Understanding decision-making in strategy
Are we in control of our own decisions?
Rational assumptions in strategy
The satisficing approach
Part 4: Responsible leadership
A question of ethics
Theories of ethics
Diversity and difference
Race and leadership
Gender and leadership
Part 5: Integrating Society into leadership strategy & developing effective leadership impact
Social strategy – An integrated view
Creating value in social strategy
About the instructors
Dr James Blackmore-Wright is a coach, educator and researcher who specialises in the development of high-performing teams and leaders. James has over two decades experience of working with major brands and developing executive education programmes in Europe, Gulf States and across Southeast Asia.
He works with leadership teams to help them to use futures and foresight techniques to prepare their organisations for the “unimaginable events” that often become reality.
Hi research is focused on understanding how high-performing leaders can operate under immense pressure, without compromising their own wellbeing. A mental health advocate, he is passionate about changing the conversation about mental health issues in senior leadership teams.
James is an Assistant Professor in Leadership & Strategy at the University of Birmingham, blending insights from Management Science with a deep understanding of the opportunities and challenges that are faced by organisations operating in complex environments.