Leadership Transition Skills for Effective Leading

The Course, Leadership Transition Skills For Effective Leading, touches on the main aspects leading and managing both teams (people) and projects with focus mostly on situational leadership skills where you need to be able to get your team or people to believe in you and follow your lead even at the start of your leadership journey.

The course introduces you to the concept of leading versus managing and leadership skills, and important soft skills that every leader should be aware of.

It then details some behavioural aspects of people that you need to take into account, as well as the readiness level of each team member and which leadership style should be applicable, and finally, explains how organisational structure, values, goals and culture could impact your ability to lead effectively.

It focuses on 3 levels of people:

• Those who wish to explore what it means/take to start a new career or role in leading or managing a project and other people.

• Those who are presented with the opportunity to become a team or project lead or manager, and want to know how to effectively execute the role while starting up.

• Those who are already leading or managing a team or group but are looking for ways to improve their skills and manage some special difficulties encountered (like behaviour, technical, etc)

Course Modules / Structure:

The Course is divided into 4 Modules:

• Module 1: Introduction to Leadership and Transition

• Module 2: Man, Know Thyself (Understanding Yourself)

• Module 3: Leadership Styles and Managing Behaviours

• Module 4: Start Leading / Managing (Teams/Projects)

CASE STUDIES – Using Fictional People/Names like Sarah, James and John

Case 1:

Sarah shortly transitioned into a management role (1- 2 years ago) where she is responsible for a group of 10 people in their respective projects’ involvement and personal development.

Sarah still finds it difficult to deal with some people, their behaviours and how to help them grow.

She would like to be able to effectively manage the people, both for better project performance and to ensure they can all develop personally in their careers with time. What should Sarah consider doing?

Case 2:

James has worked as a hardware design engineer for 4 years, and his manager approaches him with an opportunity to become a team lead for a project.

James will be responsible for a team of 6 to 12 people, guiding them through the project for the next 3 years (at least). What should James consider doing?

Case 3:

John is a PhD researcher but wants to explore what it means/takes to start a new career or role in leading or managing a project and other people. What should John consider doing?

CASE STUDIES ANALYSIS:

• In the case above, what similarities do you see, and what do you think each one should or can do?

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