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:
2019: $4,100 (excluding accommodations)
2020: $4,500 (excluding accommodations)
Program Days (for ACE Credit) 2
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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 |
It’s possible to create alignment and control — while also giving your employees more freedom — by putting guardrails in place.
VIEWHighly innovative organizations have three kinds of leaders: entrepreneurial, enabling, and architecting ones according to research from Deborah Ancona.
VIEWNobody really recommends command-and-control leadership anymore. But no fully formed alternative has emerged. So mature companies often struggle to balance the need for innovation with the need for discipline. However, in recent research, Deb Ancona studied two exceptions.
Deborah Ancona disusses the signs to look for (and avoid).
VIEWToxic 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.
VIEWMark D: I felt Day 2 and visioning exercises were geared more towards Executive Leadership. Day 1 resonated with me much more as a Front Line Manager.
Rocio V: Research based, simple (not simplistic) framework to upgrade your leadership strategy in an exponential world. Highly recommend it.
XIN L: The leadership theories are applicable in real business world. But the class size is too big, around 60 persons. It is hard for the teacher to care for so many participants and share our discussion.
Jeanine E: Very helpful to my office experience. I came back to work with a new vision and mission statement. Deborah's course added a lot of clarity.
Robert W: Thought provoking environment with many group discussion exercises to share experiences and feedback on information presented. Many interesting aspects of leadership and team psychology provided, based upon the instructors research and practical experience in consulting.
Scott K: It was a fantastic program which has brought my knowledge & insights into another level.
Frank Morales A: Excellent organization of the course and the context exceed my expectation.
Angelo 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
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Deborah Ancona provides an overview of Transforming Your Leadership Strategy
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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