Strategic Leadership Workshop     New!


I.D.# C1412Printable Description
Duration: 2 Days
Upcoming open enrollment dates being scheduled. Please check back.

Hotel & Travel Information

As a strategic leader, it is your responsibility to ensure that your organization is moving in the right direction. Executives and selected mid-level managers must have the practical insight necessary to address competitive business challenges. Each segment of this two day course is designed to impart simple, but meaningful lessons that will equip participants to more fully engage in strategic discussions, ask pertinent questions, facilitate critical decisions and shape high performing organizations. Classroom exercises assist participants in acquiring practical, effective methods of gaining organizational credibility and avoiding common errors in strategic leadership.

Learning Objectives
At the conclusion of this seminar, participants you will be better able to:

  • Describe the role and responsibilities of strategic leadership
  • Understand the underlying skill sets that enable strategic leadership
  • Establish credibility and support as an organizational leader
  • Identify and correct dysfunctional organizational dynamics
  • Manage the essential elements of organizational design
  • Recognize the common causes of business failure
  • Influence the emergence of a more positive and functional corporate culture
  • Select the most effective approaches when framing strategic decisions
  • Think strategically and systemically as you plan organizational change
  • Manage the critical factors that drive the success and failure of business strategies
  • Anticipate the longer term impact of strategic initiatives

Who Should Attend
This seminar is designed for executives, mid-level managers who are called upon to formulate and provide input into strategic decisions and emerging business strategies.

Topical Outline

  • Introduction to Strategic Leadership
    • What exactly do we mean by strategic leadership?
    • Who is and is not a leader?
    • Managing versus leading - is there really a difference?
    • Critical factors in assessing leadership performance
    • What are the critical elements of leadership support?
  • Understanding the Human Dimension
    • Similarities between animal behavior and human behavior
    • Rules of thumb for anticipating human behavior in organizations
    • Recognizing and managing tribal behavior patterns
  • Shaping Corporate Culture
    • Understanding the critical components of corporate culture
    • Forming productive organizational norms
    • How leaders contribute to dysfunctional cultures
  • Creating Organizations that Work
    • Creating an organizational charter
    • Creating meaningful performance indicators
    • Limitations on the application of common systems
    • The axioms of organizational systems
    • The importance of managing image and expectations
  • Facilitating Strategic Decisions
    • Critical distinctions between problems, decisions and polarities
    • Essential elements of effective decision making process
    • Avoiding common errors in decision making process
    • The art and science of managing polarities
    • Predicting and avoiding unforeseen consequences
  • The Leader's Role in Creating Effective Strategies
    • What exactly is a strategy?
    • Internal and external considerations
    • Basic approaches to strategic challenges
    • What constitutes effective strategy?
    • Why business strategies fail
  • Leading Strategic Change
    • Critical variables in organizational change
    • The leader's role in fostering change
    • Anticipating and dealing with resistance
  • Political Reality versus Dysfunctional Idealism
    • Sources of leadership power
    • How power is gained and lost
    • The importance of building networks and relationships
  • Lessons of History for Strategic Leaders

Instructor(s): Joseph Doyle
Joseph Doyle is the principal of Strategic Insights, a Michigan-based consulting firm, specializing in executive leadership. Mr. Doyle completed a 30-year career with General Motors Corporation, where he held a variety of management positions including: Internal Business Consultant with General Motors University, Senior Research Manager with the Corporate Organization Research and Development Activity, Manager of the Corporate Executive Development Activity, and Lead Consultant with the Corporate Strategy and Decision Support Activity. While at GM, he facilitated Global Task Teams in India, Indonesia, Thailand, England and Australia and served as the Corporate Liaison on Leadership and Strategy to the US Army War College and the National Defense University. Prior to joining General Motors, Mr. Doyle held positions with the U.S. Public Health Service, Ford Motor Company and the Management and Organization Development Department of General Motors Institute (now Kettering University). Dr. Doyle served as a teaching fellow for the Hartwick Leadership Institute and was a member of the advisory council for the Academy of Management Executive Magazine. He was a member of the Advisory Board for the Institute for Management Studies as well as member of the National Research Committee for the American Society for Training and Development. Dr. Doyle has served as an adjunct professor and lecturer at the University of Michigan Dearborn's School of Business, taught Engineering Administration at the University of Detroit's Graduate School of Engineering and Business Strategy at Oakland University's School of Business Administration. He holds a B.S. in Mathematics and Physical Science from Eastern Michigan University, a Masters in applied statistics and research methodology from Wayne State University and a Ph.D. in Organizational Behavior from the University of Michigan.

Fees: $1310.00 ; SAE Members: $1118.00 - $1180.00

1.3 CEUs
You must complete all course contact hours and successfully pass the learning assessment to obtain CEUs.

For additional information, contact SAE Customer Service at 1-877-606-7323 (724/776-4970 outside the U.S. and Canada) or at