Anderson de Souza Sant'Anna’s Post

🌟 Exploring the World of Leadership and Executive Education 🌟 Today's business leaders need to be more than just decision-makers; they need to be visionaries and strategists. In response to these evolving demands, Executive Leadership Programs have emerged as vital resources, providing multifaceted skills to professionals. A recent article highlighted some standout programs, including: 🔹 Oxford Executive Leadership Programme (University of Oxford, Said School of Business) - offering comprehensive online leadership skills development and a certificate from Oxford's Said School of Business. 🔹 Executive Program in Management (Columbia Business School Executive Education) - a transformative program focusing on strategic thinking, communication, and team building, with extensive real-world insights. 🔹 Executive Program In General Management (MIT Management Executive Education) - a 9-month course teaching thought leadership, strategy, innovation, and entrepreneurship, with real-world project evaluation by industry experts. These programs, along with others, emphasize both theoretical and practical insights, global networking opportunities, and expert faculty guidance. Which aspect of leadership development resonates most with you? Do you have thoughts or experiences to share? We'd love to hear from you! 🌍✨ https://lnkd.in/gSU284xk

A couple of excerpts from my most recent ebook "Changing Behaviors: Effective Leadership Development Programs" I) LEADERSHIP DEVELOPMENT PROGRAMS Leadership Development Initiatives must have the intention to change behaviors of in current or potential leaders with the manifest to develop highly effective leaders. The design, structure, and framework of the leadership Development Initiatives are critical in determining the degree of success in behavior modification. Behavioral change requires considerable time and energy. Generic Leadership Development Initiatives or leadership training events fail to identify key organizational competencies and culture, while also demonstrating an inattention to validated behavioral change models. Effective Leadership Development initiatives change behavior utilizing science, psychology, and organizational data with the purpose of amplifying organizational culture, performance, and productivity. II) CREATING A CULTURE OF CONTINUOUS LEARNING Effective leadership development extends beyond formal training programs to encompass a culture of continuous learning and development. Organizations should encourage leaders at all levels to engage in self-directed learning opportunities, such as workshops, seminars, and online courses, to stay abreast of emerging trends and best practices in leadership. Additionally, mentorship programs, peer coaching initiatives, and communities of best practice can provide ongoing support and knowledge-sharing platforms for leaders to grow and thrive. By fostering a culture where learning is valued and supported, organizations can adapt to evolving challenges and seize opportunities for innovation and growth. Soteria Alliance

### The Importance of Domain-Specific Expertise in Leadership There is a broad assumption in society and education that leadership skills are generally transferable across different domains. If one can inspire and motivate people in one arena, it is believed these skills can be applied in another. However, recent research challenges this notion, suggesting that the best leaders possess significant knowledge of the domain they lead in, with technical competence being a crucial factor in their success. Studies show, for example, that hospitals managed by doctors perform better than those managed by individuals from other backgrounds. Additionally, there are numerous instances where effective leaders in one company struggle to transfer their skills to a new organization. Key Leadership Skills and the Need for Domain Expertise In exploring leadership education, a consensus has emerged on core elements leaders need: the ability to motivate oneself and others, effective communication, critical thinking, problem-solving abilities, and teamwork and delegation skills. While these are essential skills, excelling in them requires domain-specific expertise. Process for Developing Domain-Specific Leadership Expertise 1. **Identify Potential Leaders Early** - Monitor employees' performance and potential. - Assess their interest in leadership roles. - Evaluate their current domain expertise and gaps. 2. **Provide Domain-Specific Training** - Develop training modules tailored to the specific industry. - Include real-world scenarios and case studies. - Offer mentoring from experienced leaders in the same field. 3. **Emphasize Critical Thinking and Problem-Solving Skills** - Conduct workshops focusing on industry-specific challenges. - Facilitate brainstorming sessions to foster innovative solutions. - Encourage analytical thinking through complex problem-solving exercises. 4. **Enhance Communication Skills within Context** - Role-play different communication scenarios relevant to the domain. - Provide feedback on effective communication techniques. - Train on how to tailor messages to different audiences within the industry. 5. **Promote Continuous Learning and Adaptability** - Encourage ongoing education and professional development. - Keep leaders updated on industry trends and advancements. - Foster a culture of adaptability to cope with changes in the industry. 6. **Facilitate Cross-Functional Collaboration** - Organize interdisciplinary projects to broaden perspectives. - Create opportunities for leaders to collaborate across departments. - Promote knowledge sharing and best practices within the organization. 7. **Evaluate and Refine Leadership Programs** - Regularly assess the effectiveness of leadership training initiatives. - Collect feedback from participants and mentors. - Adjust programs based on evolving industry needs and emerging challenges.

Leadership and management training is the backbone of thriving industries, yet many UK sectors are feeling the strain from a lack of investment in this area. Below are three industries currently facing this challenge: 🔹 Healthcare and Social Care: With mounting pressures and workforce shortages, the sector struggles to turn skilled practitioners into effective leaders. The lack of structured management training is a roadblock to building resilient, forward-thinking teams. 🔹 Retail and Wholesale: As the landscape evolves with e-commerce and changing consumer behaviours, the need for managers who can navigate transformation and lead strategic change has never been greater. Yet, investment in leadership development lags behind. 🔹 Technology: This rapidly growing industry demands leaders who can bridge technical expertise with people management. Unfortunately, many IT firms report gaps in strategic leadership and soft skills like communication and adaptability. Investing in leadership training isn’t just about filling skills gaps—it’s about empowering industries to adapt, innovate, and grow. Whether you're in a boardroom or on the shop floor, leadership development matters.

Updating the Certificate Program in OD and Change Leadership offered by the Peter Drucker Graduate School of Management In 2019, I partnered with the Drucker Graduate School to create "the most comprehensive certificate program in OD and change leadership in the world." I am very happy and proud to announce that the next iteration of the program will be an "advanced" program for seasoned practitioners. New content is being added, new facilitators with Ph.Ds. have been added, and the course is even more collaborative and interactive. I know you have many choices and a certificate is not inexpensive. You want something that not only attests to competency but also adds significantly to your knowledge and capabilities. The latest version of the Drucker Certificate in OD and Change Leadership is designed to do just that. My team of doctoral researchers and practitioners have added content to make this not just the most comprehensive program available, but also the only one designed specifically for experienced practitioners. The next cohort is in March. I will be adding posts here on LI to let you know more about the program. Or, you can send me an email and I'll call so we can talk about what's new and how it can help you plan and successfully implement change in your organization. Alan Landers [email protected]

I've always been struck by the sheer number of leadership, management, and organizational theories out there. Imagine my surprise when I came across a recent study in the Journal of Management Studies that suggests many popular leadership styles—like Authentic, Transformational, and Servant Leadership—may not be meaningfully different. 🔍 Key Insight: The study analyzed 12 leadership styles across 4,000 respondents in multiple industries and countries, revealing significant overlap between styles. It raises an important question: Are these distinctions more about semantics than substance? 💡 Why It Matters: For HR Professionals: Are we overcomplicating leadership development by focusing on nuanced differences between models? The research suggests we might achieve greater impact by emphasizing core leader behaviors. For Leadership Development Experts: The findings underscore the critical role of the leader-follower relationship. Simplifying frameworks and prioritizing universal principles could lead to better outcomes. 📖 My Takeaway: This research is a call to action for us to rethink leadership strategies. Let’s focus on what truly drives impact—effective leader behaviors and meaningful connections with teams. 📚 Curious to learn more? Read the study here: https://lnkd.in/gYcRGzqT I’d love to hear your thoughts: Are we overcomplicating leadership development? Or do these nuanced models serve an essential purpose for tailored solutions? Comment below! 👇

Honest Review: Mini MBA in Management - Module 1, Leadership. Okay, I've already learned about seven hundred things but here are my top 'oh wow' moments: 💡 You need to be good at SIX different styles of leadership, but (and the course didn't mention this part) still find a way to show up as YOU regardless of which leadership style you need to flex at the time. 💡 We talk a lot about 'creating a culture' but the word 'community' was used in the lecture and I think I like that more. What is our collective identity? 💡 You don't decide if you're a leader, others do. I've seen some ranting on this platform about this before. Akin to 'how gross is it when people call themselves a leader?'. While I now understand the sentiment, I still think that's a bit unfair and cold. If other people have called you a leader before. If you've consistently had good feedback, then you proudly call yourself a leader! Unlike the other Mini MBA courses in Marketing and Brand management, this one isn't taught by Mark Ritson. Instead, each module is delivered by a top professor who is an expert in their field. A little something IS already missing without Mark as the host and teacher. It was always going to be the risk. BUT, Jay Conger kept me engaged throughout and I didn't reach for my phone even ONCE. There were a couple of exercises, which I usually groan at, but I was a grown-up and got on with it, finding them very helpful in cementing my learning. They call it 'mini' for a reason. This was brilliantly helpful but only scratched the surface and, having never had any formal leadership training, has left me wanting more. If this is a teaser trailer for a new course that delves deeper into leadership, I'm in. I'm not sure I'll be saying the same after the accounting module but watch this space! Summary: Great overview of leadership theory and practice, well-delivered, possibly a bit repetitive if you've done leadership training before. Solid supporting resources. 8/10 Marketing Week Mini MBA with Mark Ritson I'll be reviewing each module to help those who are toying with the idea of doing the course next year.

And the journey of learning and discovery continues at Rotterdam School of Management, Erasmus University. Recently I completed the Leadership Pipeline course facilitated by Anders Ibsen and Diana Zandbergen from the Leadership Pipeline Institute. Here are my key insights: 🪜 Leadership work (skills, values and time application) is different at different levels in an organisation. It's a mistake to throw all leadership work in one bucket. 🔥 Many leaders tend to step down and take over the tasks of their direct reports because they feel more comfortable doing the things that got them promoted. This causes disengagement and creates bottlenecks in the flow of information. 🛠️ Active support is needed for every leader that is transitioning through the pipeline. Organisations waste a lot of resources on ineffective leadership assignments. ✅ You can judge the leadership health of an organisation by the effectiveness of its middle management layer(s) in developing frontline leaders, creating a collaborative culture, and translating strategy into operational plans. ⚙️ In today's complex business environment (including Agile and matrix organisations), multiple people could fill one leadership role or multiple roles could be filled by one person. This necessitates clarity on the leadership responsibilities of each role in the organisation. ⚛️ There are clear differences among people, project and technical (specialist) leadership roles. Clarifying these differences and developing a dedicated specialist pipeline is essential for technology- and knowledge-driven organisations. 🙏 This learning experience was especially rewarding thanks to the energy, engagement and motivation of the facilitators and all course participants! Many thanks for the insightful discussions and fun activities: Anders Ibsen, Diana Zandbergen, Martin van Zanten, Vineetha Rebecca Jacob, Ayush Jain, Sebastian Muck, Shivani Kamal, Arian Ahmad, Chinju (Cassie) Lee, Sneha Verma, Yogesh Pareek, Artem Kosov, Gulnar Tukeyeva, Blanka Ascic, Riccardo Favaretto, Nataliya Biryukova, Alexander Bung, Yash Chaturvedi, Andrea de las Heras García, Arpit Jain, Erwin van der Hoek

MY Interaction with Anthropic's ai Claude I asked ai what does current research show is tied to leadership effectiveness? It responded with summaries of EQ, Transformational leadership, Authentic Leadership, Communication Skills, Adaptability, ... etc. I asked: can you summarize ron warren's work? (old Claude was wrong on every count - but do read the last paragraph). Ronald Warren is an American organizational psychologist & professor who has done extensive research on leadership effectiveness (NOPE on Professor) Key contributions: Full Range Leadership Model: Warren, along w colleagues like Bruce Avolio & Bernard Bass, helped develop the Full Range Leadership Model ... a range from transformational leadership to transactional leadership to laissez-faire leadership. NOPE Authentic Leadership: Warren has contributed significantly to the study of authentic leadership ... NOPE Leadership & Culture: Warren has explored how leadership effectiveness is influenced by cultural factors. NOPE Leadership Development: Warren's research has focused on developing effective leadership through training interventions, coaching, & creating conducive organizational environments. He emphasized the importance of self-awareness, emotional intelligence, & continuous learning for leadership development. (MAYBE) Multi-Level Leadership: Warren's work has examined leadership at multiple levels within organizations .... NOPE .... I asked: is that ronald a warren? You're correct, I misspoke earlier - there does not appear to be a prominent leadership researcher named "Ronald Warren." I made up those details mistakenly. After double checking, I cannot find any authoritative sources referring to a leadership scholar by that name. Thank you for catching my error! I should have verified the name instead of fabricating specifics. Please let me know if you have a different query about leadership research, and I will strive to provide accurate information from credible sources.

You CAN NOT learn leadership simply from a book or in a classroom I have been on courses or read books from people who either have not led a team or went straight from Uni into a role The first thing you have to do is get to know your team as individuals as a team Find out their strengths , weaknesses , fears , complaints . Understand the threats and opportunities But you must go to gemba be hands on , show them loyalty , give them empowerment and recognition As a leader you are there to support them . Without them no one gets paid . Follow up on their issues , communicate , communicate and communicate If you don’t use things you will earn respect It IS NOT about how many qualifications you have or yout title or position in thr business If you do these things you will get respect If you don’t GOOD LUCK