Guide your organisation through times of disruption with the leadership skills and strategies to successfully drive change
8 weeks, excluding
orientation
6–8 hours per week,
entirely online
Weekly modules,
flexible learning
1
Recognition of your authentic leadership strengths to lead effectively in times of disruption, and the tools to drive change through collaboration, communication, and influence.
2
An enhanced knowledge of organisational culture, along with a culture map that plots out values, behaviours, and practical steps, and an understanding of the effect that psychological safety and pro-diversity has on team leadership.
3
The skills to address individual and organisational ethical dilemmas, using decision-making frameworks that create links between personal and corporate purpose.
4
A development plan for employees, created by using coaching and mentorship principles and models, as well as GROW (Goals, Reality, Options, Will) and solutions-focused models, and the ability to apply elements of the transformational and transactional leadership model to your organisation.
Module 1 Authentic leadership
Explore the key concepts of leadership.
Module 2 Transformational leadership
Learn how to apply the transformational and transactional model in practice by examining how the components of the model can be practised in an organisation.
Module 3 Contemporary themes in business ethics
Learn about the roles of corporate and organisational purpose through an exploration of shareholder primacy and stakeholder theory.
Module 4 Leading change and effective influence
Learn about resistance to change and how to foster a commitment to change through influencing techniques.
Module 5 Leading diverse teams
Learn about leading diverse teams.
Module 6 A culture of collaboration
Explore organisational culture and the concept of collaboration.
Module 7 Character and ethical decision-making
Learn about duty- and virtue-based ethics as components of addressing individual and organisational ethical dilemmas.
Module 8 Coaching and mentoring to develop others
Learn the principles of coaching and mentoring, and how to apply these in practice.
Please note that module titles and their contents are subject to change during course development.
Dr Rebecca Newton
Senior Visiting Fellow, Department of Management, LSE
Rebecca has spent 20 years researching and teaching on leadership, change, communication, professional development, and management practice. With a PhD from LSE in organisational psychology, her doctoral research was in the psychology of leadership and change management in the context of law firm mergers and acquisitions. She serves on the editorial board of the Journal of Change Management, has contributed numerous chapters to books on leadership and organisational change, and is a regular contributor to the Harvard Business Review. Her first book, Authentic Gravitas: Who Stands Out and Why, was published in 2019.
Dr Emma Soane
Assistant Professor of Management, Department of Management, LSE
Emma is a chartered psychologist, a chartered scientist, and an associate fellow of the British Psychological Society. She holds a BSc in psychology, an MSc in occupational psychology, and a PhD in psychology from the University of Sheffield. Her research examines how individual differences, team working, and organisational environments influence decisions, performance, and risk taking. Her projects include studies of decision processes in financial decision-making, healthcare, IT, and television production. Emma has extensive fieldwork experience in public and private sector organisations, including government departments, local government, NHS hospitals, manufacturing, waste management, and top-tier investment banks.
Professor Alexander (Sandy) Pepper
Professor of Management Practice, Department of Management, LSE
Sandy joined the Department of Management in September 2008 as an ESRC/FME fellow, after which he was appointed professor of management practice in January 2013. He was previously a partner at PricewaterhouseCoopers, where he held various senior management roles. Sandy’s research and teaching interests include organisations and management theory, with a particular focus on the theory of the firm and corporate governance. He’s one of the UK’s recognised experts on executive pay. Sandy is also interested in behavioural and new institutional economics, business ethics, business history, and the relationship between management theory and practice. He’s the author of a number of academic articles and books, including The Economic Psychology of Incentives and Agency Theory and Executive Pay, as well as numerous blog posts and newspaper articles.
This LSE online certificate course is delivered in collaboration with online education provider GetSmarter, part of edX. Join a growing community of global professionals and benefit from the opportunity to:
Gain verifiable and relevant competencies and earn invaluable recognition from a world-leading social science university, entirely online and in your own time.
Enjoy a personalised, people-mediated online learning experience created to make you feel supported at every step.
Experience a flexible but structured approach to online education as you plan your learning around your life to meet weekly milestones.