CAS Responsible Leadership
CHF 8500. | Individual module: CHF 1700.-
Prof. Marcelo OLARREAGA and Prof. Markus MENZ, Geneva School of Economics and Management (GSEM), University of Geneva
Dr. Raphaël COHEN, GETRATEX SA
2nd year EMBA
CAS Responsible Leadership + CAS Entrepreneurial Management = DAS Entrepreneurial Leadership (traditional EMBA 2nd year track)
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- 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).
- Influencing with Emotional Intelligence — Coaching
- Change Management
- Managing Stakeholders
- Negotiation — Effective Communication
- New Business Models and Mindsets
- Responsible Leadership
Participants can continue on with the CAS in Entrepreneurial Management to obtain a DAS in Entrepreneurial Leadership. This DAS can then lead to an MBA upon completion of the 1st EMBA year (conditions apply).
The course focus will lie on the different ways in which companies can and do engage socially, and how they can benefit society and the environment, including a zoom-in on measuring, rating and reporting, Cross-Sector-Partnerships with a focus on the Sustainable Development Goals (SDGs). The course will provide a broad range of practical company case examples of "Business & Society" engagement. Overall, angles covered will include: philanthropy and charity, values and ethics, compliance and corporate governance, corporate responsibility and sustainability, social innovation and corporate social entrepreneurship, as well as corporate global citizenship and multi-stakeholder
By the end of this course participants should be able to:
- Critically assess different perspectives on business engagement in society.
- Discuss the roles and interests of the main societal actors.
- Appreciate contexts and complexities relating to the stakeholders of a corporation.
- Differentiate between different types of business engagement in society, and assess which engagement approach offers which benefits for a company.
- Acknowledge trends and gaps in the social and environmental engagement space of big business.
- Present and support their individual standpoint on businesses role in society.
Today’s business environment is characterized through hyper-competitive markets that constantly challenge an organization’s functioning. Within the past 10 years, firms twice experienced conditions of turbulent market environments indicated through the bursting of the dot-com bubble in 2000-01 and the sub-prime crisis in late 2008. These economic conditions have increased the complexity of today’s business environment and unambiguously underline the importance of knowing how to deal with environmental changes, difficult business situations, and corporate growth. Managing such conditions consists of multiple organizational challenges and implies that firms must constantly adapt to evolving market environment. This course aims at developing an understanding on how to behave and manage such situations. It familiarizes participants with how to manage change under situations of corporate crisis, global competition and environmental change.
This course intends to extend and broaden the participants’ business knowledge and sense by studying how organizations and people react to and cope with change. Firms face a constantly changing environment to which they will have to respond. In order to be able to fulfill this task successfully, managers need to be familiar with the basic choices for developing blueprints for effective organizations, and with the fundamentals of managing and implementing change. Students will discover the theories and practices of change management by analyzing cases individually in preparation for class and through case discussion in class. Students have to be well prepared for each session, and can be requested to present a case or background reading.
The 1st part of the course (Influencing with Emotional Intelligence) strives to help students engage more effectively in the workplace by improving their emotional intelligence. Cutting-edge research will be presented to help students better understand how emotions function and how they come to bear on managerial behavior and decision-making. While theoretical models will be presented, the emphasis in this course will be on providing the practical tools necessary to improve students' ability to influence others (clients, peers, subordinates and bosses), while managing their own emotions more effectively.
During this course you will have the opportunity to:
- Gain a greater understanding of the way in which emotions function and their impact on irrational behavior and decision making
- Assess your own emotional intelligence and identify ways to improve it.
- Expand your ability to manage key relationships at work and influence others.
The 2nd part of the module (Coaching) 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).
In order to support you tackling these challenges, our course helps you to develop a collaborative leadership approach based on coaching skills.
The course is highly participative and set-up as a workshop. We will explore different types of leadership styles and their effectiveness. You will be able to reflect on your own leadership style and discover its benefits and disadvantages. The second part of the course will be extremely practical and aims at developing your personal coaching skills. Based on a practical framework that will help you to ask powerful questions, we will focus on developing “active listening skills” and learn a practical process to facilitate coaching conversations.
The Communications course aims to provide a structured approach to communications, so that it can be applied in any organisation, small or large. It provides a basis on which to build communications knowledge and practice, which can then be expanded through implementation in the workplace.
While everyone communicates on a daily basis, as a discipline communications requires an in-depth knowledge of the company and its strategies, an understanding of internal and external stakeholders, a grasp of processes, products and markets.
The module therefore presents a methodological approach and a toolkit to plan and implement a communications strategy, whatever the size of the organisation. By the end of the day, participants will have acquired:
- An understanding as to why communications is a key business tool
- The ability to structure and develop a communications plan
- Key stakeholder selection
- An understanding of the tools that can be used
- Knowledge and understanding of the importance of messaging and writing skills
The 2nd part of the course will equip participants with a working understanding of Cultural intelligence (CQ) and its relevance to their industry and organization.
Because of the course, participants should be able:
- To understand what culture is and the different spheres of culture (national, regional, industry, company, etc.)
- To discern the different dimensions of national culture and the underlying assumptions of one’s own cultural perspective
- To understand the cultural intelligence framework and its implications for executives working in global industries
- To enhance their awareness of their strengths and weaknesses in managing cross-cultural situations
- To enhance their repertoire of strategic leadership capabilities
- To develop a plan for enhancing cultural intelligence personally and throughout their organization
The 1st part of the module (Negotiation) provides practical tools ready for immediate professional application. It allows the distance and mastery necessary for conducting all types of negotiations, whether these are external or internal, or whether they apply to commercial, managerial or social activities. It is addressed to all those who are called on to buy, sell, solve disputes, build teams, induce change. In short, this course is meant for all those who know what they want and who give themselves the means to get it.
Upon completion of the module, participants should be able to:
- Get an understanding of what makes up the negotiation process.
- Be familiar with a methodology and tools to negotiate more efficiently.
- Increase their competencies in an operational preparation and a better understanding of what their objectives are.
- Manage a meeting, find optimal solutions and build interesting offers.
The 2nd part of the module (Effective Communication) concerns Public speaking. The mere thought of it can set hearts pounding! And yet, being able to communicate one’s ideas in public is an important and sought-after skill. Communicating effectively is not only a matter of having good ideas but also having the ability to engage people. Business managers, senior executives and entrepreneurs are called on regularly to make presentations to colleagues, clients and the general public.
The goal of this course is to familiarize the students with key public speaking and presentation skills through lectures, discussions and individual work at home. Students will also have an opportunity to give a short presentation and receive personalized feedback.
After the course, participants will know:
- How to prepare a good speech or presentation;
- The characteristics of a memorable speech or presentation;
- Different techniques to deliver a speech effectively;
- Different exercises to warm up the voice and body to create an authentic, energetic presence;
- How to design clear, meaningful slides; and
- How to handle questions from the audience effectively.
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?
The program encourages lively interaction between students and professors and stimulates the sharing of knowledge through group work. Interaction between participants and faculty and group is highly encouraged; group work stimulates knowledge sharing. The students’ learning experience is enhanced by corporate work projects, in-class discussions, and presentations that build on their previous experience.
A university degree or equivalent and at least 3 years of professional experience. Proficiency in English is required.
Number of participants
Markus Menz, GSEM, University of Geneva
Tina Ambos, GSEM, University of Geneva
Gilbert Prost, Prof. Emeritus, GSEM, University of Geneva