Enabling strategic leadership and human resources management

This course is provided for the following categories:

• Managers at the middle and upper administrative levels.
• Heads and members of departments and candidates for those positions in the sovereigns.
• Officials and policy makers of government and private bodies and ministries

Program Content

Leadership strategies and the characteristics of the modern leader and investing in human resources management

• Different leadership styles.
• How to choose an appropriate command pattern.
• The features of the commanding officer.
• Modern knowledge and skills required for situational leadership

 Leadership and administrative requirements:

• Formulation of values and convictions prevailing in society and their relationship to the effectiveness of leadership position.
• Work behaviors and guidance in the effectiveness of leadership position.
• Attitude factors affecting leadership and its requirements.
• The maturity of the subordinates and the leadership styles which require

* Patterns of leadership models and their investment in working with human resources:

- Fiddler Theory

- House and Evans Theory

- Froam Waitom Theory

- Path Goal Theory

- The Managerial Grid Theory

-  Maslow's theory and practical applications.

* Force laws of power, money and social relations managers:

• The first law, the ashes in the eyes.
• The second law, let others depend on you.
• The third law, do not grab the lights from your boss.
• Fourth law, keep your reputation.
• The fifth law, attracting attention at all costs.
• The Sixth law, addressed people's interests and not their feelings

* Arts and skills in strategic leadership of human resources:

• New techniques in issuing instructions and orders.
• Collaboration with other leaders.
• Self-promotion techniques and leadership development.
• The arts of delegation of authority and development of leadership skills and management.
• The influence of position factors on the leader's reasons for decision-making.
• Recent trends in motivation, reward and encouragement.
• Techniques for analyzing problems and acting in crisis according to the changes.
• The impact of working conditions on the effective leadership style.
• Strategic leadership in changing the reality of work

* Teamwork:

• Strategies for building and operating an effective, high performance team.
• Work technology and reliability relationships.
• Team self-leadership.
• The stages of social normalization.
• Evaluate and develop team performance.