CAS Responsible Leadership
PeriodFebruary 2022 - June 2022
Registration deadline31 October 2021
- CAS: CHF 9500.-
- Individual module: CHF 1800.-
- Registration fee (non-refundable): CHF 350.-
The CAS in Responsible Leadership teaches future leaders the soft skills tools to maximize the engagement to their team(s).
This executive education program teaches:
- how a good manager can become an inspiring leader
- how fairness-based leadership maximizes the team’s commitment and performance
- the tools for deploying a fair and humanistic culture
True leadership signifies the ability to win the hearts and minds of people with a view to reaching a common goal. This requires a subtle understanding of their psychology as well as the art of positively influencing others.
Executives from major corporations liable to launch or manage a business unit or a company, or take over the management of a family business.
Engineers, doctors, or researchers who wish to improve their managerial skills and propel their ability to innovate.
Managers of non-profit or international organizations open to best practices that can increase the sustainability of their organization.
Anyone with a sincere interest in managerial practices that are aligned with Sustainable Development Goals (SDG).
- Improve capacity to manage a team through fair and effective leadership, to develop and innovate business that contributes to the evolution of one's career and increases employability. This is the case in large companies (intrapreneurship)
- Corporate Social Responsibility and Organizational Ethics
- Managing Stakeholders
- PDP: Change Management
- PDP: Influencing with Emotional Intelligence / Coaching
- Responsible Leadership
- Team Engagement
See “Detailed programme” tab for course descriptions
Prof. Judith SCHREMPF-STIRLING, Geneva School of Economics and Management (GSEM), University of Geneva and Dr Raphaël COHEN, GETRATEX SA and Academic Fellow of the University of Geneva
Participants can continue on with the CAS in Entrepreneurial Management to obtain a Diploma of Advanced Studies (DAS) in Entrepreneurial Leadership.
Managers are confronted with a complex and unprecedented mix of social, environmental, and market issues and demands from a variety of stakeholders. The majority of managers believe that they are unbiased and have good intentions to respond to crises, social and environmental issues and stakeholder demands in a responsible way. However, corporate scandals of corruption, fraud, pollution, human rights violations, and customer manipulation persist. The course addresses how corporations can manage rising stakeholder expectations and how managers can engage in responsible decision making and avoid ethical blindness.
The course is divided in two parts. In the first part, we discuss corporate social responsibility and explore various responsible management and compliance tools. The first part frames the theoretical and practical debate around CSR and provides an overview of its development. We also discuss the regulatory context that shapes and constrains responsible corporate conduct. In the second part, we discuss organizational ethics and examine the role of ethics and values in management and the unconscious biases that make responsible decision making challenging. This part focuses on employee privacy and whistleblowing as these are two issues that affect employees on a daily basis.
1st part - Analysis: This course aims at giving participants an overview of the specific organizational forms, tools and behavioural skills required to lead projects with a stakeholder orientation. At the end of the course, participants will understand the specificities of projects and know some tools, principles and tricks to successfully face these peculiarities. Furthermore, they will learn some frameworks to map stakeholders and foster their inclusion in projects.
2nd part - Communication: Communication has deeply evolved during the last 10 years. Nowadays, communication plays a central role in companies evolving in a constantly changing and challenging environment. How to stand out in this environment? How to formulate the right message, the appropriate communication strategy? How to identify target audiences and create dialogue? The new challenges of communication are complex and multiple. This module focuses on stakeholder communication and explore the following topics:
- Understanding the evolution of the communication as a key element of the corporate strategy
- Defining communication as an essential support to online and offline business
- Discovering the techniques to build an effective communication
- Determining the frontier between marketing and communication
- Understanding the importance of internal communication and the challenges related to the company's vision, mission, and values
3rd part - Cultural Intelligence: The global economy presents many opportunities and challenges for businesses and their leaders. Senior executives need to develop a repertoire of strategic leadership capabilities to remain effective and manage stakeholders. One of the most important capabilities needed is cultural intelligence (CQ) – the ability to function effectively across a variety of cultural contexts. This course will equip participants with a working understanding of Cultural intelligence (CQ) and its relevance to their industry and organization.
More than ever, organizations need to navigate through a VUCA world: an organizational environment characterized by volatility, uncertainty, complexity, and ambiguity. Whereas firms had experienced conditions of turbulence before – indicated through the bursting of the dot‐com bubble in 2000‐01 and the sub‐prime crisis in late 2008 – the 2020 COVID-19 pandemic has shown that the business world (and the world we live in) can substantially change from one day to the other. The pandemic unambiguously underlines the importance of knowing how to deal with environmental changes, difficult business situations, and corporate decline. Managing such conditions consists of multiple organizational challenges and implies that you as a business manager must constantly adapt and deal with evolving business situations. This course aims at developing an understanding on how to behave and manage such situations. It familiarizes participants with how to manage change as an individual, as part of an organization, and as a leader.
[PDP = Personal Development Program]
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The 1st part of the course focuses on the importance of using Emotional Intelligence (EI) for increasing the performance in leadership positions. Any leader influences the team, but a good leader is only the one who leads with emotions, that is the one who can use their emotional intelligence (EI) to better understand and manage their collaborators and their work. There is increasing awareness that EI is the key competence for current leadership roles. In this module, we will develop an original way of thinking about emotions, discuss concrete examples, and introduce strategies to understand and manage other people’s emotions - strategies that can be readily used in daily managerial job.
- On peut étudier les émotions comme on étudie la mémoire (M Magazine, Jul 2019)
- L'empathie au bureau, ça se mesure (Le Temps, Jan 2019)
- Are you emotionally fit for that job? A Swiss test can tell (Swissinfo.ch, Mar 2020)
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The 2nd part of the module is an introduction to the topic of coaching and how this skill can support you when leading and inspiring people and teams. In today’s organizations, leadership has many different facets: anyone can lead at any hierarchical level. Organizational success is built around highly empowered teams and driven by a new model of leadership. Leaders as well as organizations need to move away from command, control and the traditional leadership models that have worked in the past (Deloitte, 2016). To support you in tackling these challenges, our course helps you to develop a collaborative leadership approach based on coaching skills.
[PDP = Personal Development Program]
Tough competition and high-performance pressures are pervasive features of the business and professional environment. Whereas some people regard such conditions primarily as drivers for hard work and innovation, others regard them as drivers of moral transgressions and personal resentment; and both sides have a point. Therefore, to minimize the negative and maximize the positive consequences of the contemporary business environment, there are increasing calls for responsible leaders.
However, what distinguishes responsible from irresponsible leaders, and how do responsible leaders actually manage to overcome the adverse effects of a tough business environment? Instead of providing broad-brushed and prefabricated answers to such intricate questions, this course offers a platform for reflection about the practical challenges that employees and managers face in their professional life. Each session of the course centers around a hands-on case study, involves interactive class discussions, and is enriched with key insights from different academic disciplines, like management, psychology, and ethics. As such, the course will help and guide participants in finding their own answers to what leading responsibly means at their workplace.
This module focusing on Engaging Through Caring and Fair Leadership addresses the following challenges:
- 65% of employees say they would take a new boss over a pay raise. This is the proof of a serious leadership problem
- Many new employees start their job with a high level of motivation. It usually does not take too long for their motivation to significantly drop. What should it take to keep them motivated?
- According to a study by Price Waterhouse Coopers, employees who are engaged in their work provide up to 35% increased productivity and profitability. How can we reach such a level of commitment and motivation in order to achieve excellence?
- Using power and traditional authority to manage teams cannot deliver such results, particularly with Generation Y employee who want to be lead and inspired rather than being managed. What is expected of today’s and tomorrow’s leaders?
- In a highly competitive environment where business models are being challenged and where everything moves very fast managing with systems and process prevents organizations from being agile enough to cope or even anticipate. What kind of leadership can maximize agility?
This thought-provoking module addresses key leadership and governance factors for obtaining “psychological ownership” and engagement. Participants benefit from the real-life experience of a seasoned entrepreneur who has learned the hard way what it takes to have followers as well as the difference between a manager and leader.
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- "Compétences managériales et taux d'engagement sont liés" (HR Today, Jan. 2021)
- "Les collaborateurs ne sont pas des ressources humaines" (PME Magazine, Dec. 2017)
- "L'émergence du management bienveillant et équitable" (HR Today, Oct. 2017)
The program encourages lively interaction between students and professors and stimulates the sharing of knowledge through group work. The students’ learning experience is enhanced by corporate work projects, in-class discussions, and presentations that build on their previous experience.
- University Degree or equivalent (i.e., BAC+3)
- at least 3 years of managerial experience
- English proficiency required (both written and spoken)
Prof. Judith SCHREMPF-STIRLING, GSEM, UNIGE Prof. Marcelo OLARREAGA, GSEM, UNIGE Dr. Raphael COHEN, Getratex SA
Number of participants
CAS (Certificate of Advanced Studies - 6 modules): CHF 9'500
Individual module : CHF 1'800
Handling fees: CHF 350
In case of withdrawal from the program, the tuition fees are still due. However, refunds may apply as follows:
- 90% of the tuition fee for cancellations made at least 30 days prior to the first day of class.
- 50% of the tuition fee for cancellations made after the 30 day deadline but before the first day of class.
- After the first day of class, the tuition fee will not be reimbursed.
- There is no reimbursement of any kind in case of course failure or expulsion from the program.
- The registration fee is non-refundable.
- Handling fees are nonrefundable and nondeductible.
- These fees do not apply to isolated module(s).
- If a program is canceled, the handlig fees are reimbursed
The modules are generally scheduled twice a month, Friday (2.15 pm - 9 pm) & Saturday (8.15 am - 1 pm). Some modules are organized on 3 consecutive full days (9 am - 6 pm). Presence/participation in all the courses is mandatory. For each teaching hour, you should count 1 to 2 hours for reading, preparation, case study, and assessment work.
The CAS lasts one academic semester, a fee will apply in case of a further extension (two semesters max.).
>> LINK TO COURSE SCHEDULE: CLICK HERE <<
The teaching team is made up of faculty from Geneva University, guest faculty from other institutions and professionals with hands-on entrepreneurial experience. The variety of origins of the professors and their combined experience as executives or in start-ups guarantee delivery of a highly concrete approach to the learning content while ensuring that all the necessary theoretical bases required are in place.
Raphaël H COHEN, Getratex SA, Geneva
Thomas FISCHER, Assistant Professor, University of Geneva
Guido GIANASSO, Professor, HEC Paris (Qatar)
Marcello MORTILLARO, Swiss Center for Affective Science, University of Geneva
Thierry PICQ, Professor, EM Lyon Business School
Steffen RAUB, Professor, Ecole hôtelière de Lausanne
Achim SCHMITT, Professor, Ecole hôtelière de Lausanne
Maria SCHMITT, Executive Coach and Corporate Talent Development Expert
Judith SCHREMPF-STIRLING, Associate Professor, University of Geneva
Anne-Claude STEINER-MELLOT, Specialist in Corporate Communication and Public Relations