Page 16 - Advanced Transformational Leadership Programme - 128 Hours Blended Learning Module info

One excellent piece is on Senge’s ladder of inference when making decisions and for criterion reference Chaffey and Wood who identified sources available to assist in analysing data and information available to an organisation for strategic and operational decision making in terms of:
- market and customer information - specialist knowledge
- business process information
The following are useful as part of discussions:
- How to identify current and future leadership capability requirements
- How to might plan to meet leaderships development needs including
resources and support
- Learning styles with reference e.g. Kolb’s learning cycle
- Use of The Johari Window framework - Luft
- Opportunities for development - education, training and development
options both internally and external to organisation and any resource
constraints
- Career planning - Pedler, Burgoyne and Boydell
- The organisation’s role in career development - Burgoyne
- Career anchors such as Torrington, Hall and Taylor and Schein
PPG-002
Action learning and reflection
Part A Learning Outcome
Take responsibility for ongoing professional learning to enhance own personal and professional skills, behaviours and knowledge base and act upon ways to close gaps and reflect 720 degrees to assess if intervention has provided RoI.
Diad experiential learning activities and whole group feedforward
Action learning theory and research
Total hours 24
Psychometri c profile data
Powerpoint and flip chart
Action
Assessment
Presentations from action learning sets
Version: 1.0
Created: 23rd January 2017
BECKETT MCINROY CONSULTANCY
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