Leadership program (Following-Leading in Risk)
Nearly all leadership models attribute disproportionate power to the leaders. While the credit for success is assigned to the ‘top leaders’, failures are often circled down to the people at the front line. This is the classic ‘hero myth’ prevalent in leadership discourse.
Can there be a leader without followers? This unit shifts the focus away from individualist models and metaphors of leadership and redirects us towards following-leading relationships. Key concepts of this relationship will include: bounded rationality; risk tolerance; cognitive bias; attribution error; heuristics; counterintuition; the authoritarian personality; indoctrination; propaganda; the bystander effect; cognitive dissonance; motivation; and social perception.
What you will experience and learn:
> Understand the implications of Social Psychology of Risk for leadership
> Identify contemporary leadership theories and relevance to the Social Psychology of Risk
> Investigate brain/mind research and its implications for leadership decision making
> Utilise a framework and diagnostics for culture analysis and change
> Recognise cognitive biases and implications for leadership in risk
> Develop methods for managing uncertainty and tacit knowledge
Duration: Three days in-person or ten hours online (one hour each)
Book Reference: Following-Leading in Risk by Dr Robert Long