As organizations move away from a “command and control” model to a more “cultivate and coordinate” model, executives can no longer rely on old ways of thinking about leadership strategies. This course introduces participants to a powerful framework developed at MIT to help leaders at every level drive innovation, maximize team performance, and succeed in today’s complex world of fast-paced, dramatic change.
Transforming Your Leadership Strategy
Certificate Track:
Management and Leadership
Location:
Cambridge, Massachusetts
Tuition:
$4,100 (excluding accommodations)
Program Days (for ACE Credit) 2
This program is built around MIT's unique Distributed Leadership Model―an innovative and impactful approach to executive leadership that lies at the core of leadership development at MIT, and the result of an intensive, four-year research project at the MIT Leadership Center to identify more effective strategies for leading in a networked economy. Tested in diverse, real-world settings, the model allows managers to succeed as leaders by being flexible and adaptive in new and unexpected ways through the application of two key concepts:
Upon completion of this program, participants will gain an understanding of how to:
"The program combines excellent content with a very effective, practical and interactive approach, leading to tons of energy in the group and making the insights stick to your mind. Great value for money!" ~ Past Participant Ignaas C.
This program has been designed especially for senior general and technical executives whose organizations compete in an environment of rapidly changing markets, technologies, and cultures, including:
"It changes the way you think about leadership and teams. Professor Ancona is brilliant, enthusiastic, energetic and deep. The insights you obtain are practical and based on years of research. Fantastic. I strongly recommend." ~ Past Participant Pedro GIoya
Deborah Ancona is the Seley Distinguished Professor of Management, a Professor of Organization Studies, and the Founder of the MIT Leadership Center at the MIT Sloan School of Management.
Her pioneering research into how successful teams operate has highlighted the critical importance of managing outside, as well as inside, the team’s boundary. This research directly led to the concept of X-Teams as a vehicle for driving innovation within large organizations. Ancona’s work also focuses on the concept of distributed leadership and on the development of research-based tools, practices, and teaching/coaching models that enable organizations to foster creative leadership at every level.
She is the author of the book, X-Teams: How to Build Teams That Lead, Innovate, and Succeed (Harvard Business School Press) and the related article, “In Praise of the Incomplete Leader” (Harvard Business Review). In addition to X-Teams, her studies of team performance have also been published in the Administrative Science Quarterly, the Academy of Management Journal, Organization Science, and the Sloan Management Review. Her previous book, Managing for the Future: Organizational Behavior and Processes (South-Western College Publishing), centers on the skills and processes needed in today’s diverse and changing organization. Ancona has served as a consultant on leadership and innovation to companies such as Bristol-Myers Squibb, Bose, Takeda, Li & Fung, OCP, Accenture, ASA and has served on the Board of the Penn Graduate School of Education and the working group of the Canadian Council of Academies.
Ancona holds a BA and an MS in psychology from the University of Pennsylvania and a PhD in management from Columbia University.
Sample Schedule—Subject to Change
| DAY 1 SAMPLE | |
| 7:45AM - 8:30AM | Registration and Continental Breakfast |
| 8:30AM - 12:00PM |
Introduction: What is Leadership? Overview of the 4 Capabilities Leadership Framework
|
| 12:00PM - 1:00PM | Networking Lunch |
| 1:00PM - 5:00PM |
Team Sensemaking Exercise Using the 4 Capabilities for Change Visioning Exercise I |
| 5:00PM - 7:00PM | Networking Reception |
| DAY 2 SAMPLE | |
| 7:45AM - 8:30AM | Continental Breakfast |
| 8:30AM - 12:30PM |
The Out and In of Successful Teaming
|
| 12:30PM - 1:15PM | Networking Lunch |
| 1:15PM - 4:00PM |
Assessment Exercise Visioning Exercise II Closing Exercise |
| 4:00PM - 4:15PM | Feedback and Adjournment |
Toxic leaders and employees can have a major impact on your workforce’s morale, productivity, and turnover — and your bottom line. But there are some red flags that can help pick out a toxic person. Here’s how to identify them.
VIEWIt is rather difficult – perhaps even impossible – for a single manager to wear all hats equally well. Effective leaders need to know whether their ‘people hat’ or ‘P&L hat’ fits most comfortably.
VIEWIn this article, Deborah Ancona and Hal Gregersen discuss how to chieve breakthroughs by bringing together experts who love challenges.
VIEWWe need a new way of thinking about leadership and a new approach to leading, say MIT Sloan's Deborah Ancona and Hal Gregersen. They suggest what is called, "challenge-driven leadership." We shouldn't be asking, "Are you a leader?" Rather we should ask, "What problem do you care enough about that you're willing to step up and do something about?"
VIEWCompany culture is changing, and some managers are experimenting with out-of-the-norm methods. Here's what works and what doesn't.
VIEWHave you ever noticed this about the way most American companies select people to manage others? It doesn’t make a lick of sense.
VIEWAccording to Deborah Ancona, a professor of management and organizational studies at MIT, companies in America circa 1920s were "super bureaucracies." Today’s workplace centers on what’s called variously eco-leadership, collaborative leadership, or distributed leadership.
VIEWRead this wonderful article about the program by Jeff Ton.
Professor Deborah Ancona explains why sense-making, relating, visioning and inventing are vital to leadership and how these can be put into practice.
VIEWOften teams that seem to be doing everything right establishing clear roles and responsibilities, building trust among members, defining goals nevertheless see their projects fail or get axed. We know one such team that had a highly promising product. But because team members failed to get buy-in from division managers, they saw their project starve for lack of resources. Another group worked well as a team but didn't gather important competitive information; it's product was obsolete before launch.
VIEWAngelo R: Deborah is a very special teacher. Very easy to understand her, she really likes to share her unique expertise. The diversity among participants from different parts of the world made this an outstanding transformative learning Xperience.
Timothy L: Overall very informative and it gave me some very good tools to work with. Also made me do self reflection on good/bad things I do now.
Anirban D: The course was very helpful, teacher had an awesome sense of humor and knowledge on the subject matter. I would recommend this course to anyone, real useful insight on leadership strategies
Sajjad H: Really like the way the content was delivered in this course, as well as engaging workshops.
Thiago A: Very nice methodology and work groups. In this track we learn a lot how to rethink our approach and foster new ways of dealing with ours leadership mindset. The 5 cap approach provoke our behaviour on leadership and present some strategies to change and improve our leadership in the long term.
Mirko L: The course provides some good/useful content but the volume of theory shared is too high. I would prefer a course with more interaction and simulations.
Alan T: This programme focused on leadership development, identifying effective strategies for leading in a networked economy and allowing leaders to be flexible and adaptive in new and unexpected ways by applying MIT's two key concepts: • A 4 Capabilities Leadership Framework that makes it possible to harness, align, and leverage the leadership capabilities that exist throughout an organisation. • X-Teams, a revolutionary approach to creating flexible, outwardly-focused project teams that enable managers to both keep current with shifts in markets, technologies, and competition, and accelerate the pace of innovation and change.
David Y: I found this course particularly helpful in advancing new strategies for team development.
Daniel P: Highly recommend if you are looking for high performance team building.
Deepali K: Excellent Program and very well organized. The program is a wonderful combination of the experienced instructor, helpful staff and an awesome group of participants who brought experience from many different industries. The best part is the group exercise and real example through videos. The program is based on practical approach and Deborah did an excellent job of keeping the group involved, keeping the excitement up and the whole course moving forward.
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Decades of research by MIT Sloan Professor and Founder of the MIT Leadership Center Deborah Ancona and her colleagues have uncovered the four key capabilities of effective leaders—sensemaking, visioning, relating, and inventing. Known previously as the “4-CAP model,” this framework has recently been updated to add “building credibility” to its center and has been renamed "4-CAP+".
In this webinar, Deborah Ancona introduces MIT's unique leadership perspective—a powerful, innovative approach to executive leadership that will help you make your organization more knowledge-driven and more innovative.
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