About Course

Overview Who Should Participate Learning Objectives Course Topics Schedule Biographies Apply

Challenges of Leadership in Teams [10.10s]

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Date: July 21-25, 2008 | Tuition: $3,900 | Continuing Education Units (CEUs): 3.0

Updates
* Course schedule, registration times, special events

Please note that laptops are required for this course and that there are nightly readings assigned each day of class.

Overview

Successful team-based organizations require leaders to be collaborative and empowering and to transform organizations from a traditional leadership environment to a shared leadership environment where the importance of empowering team members is recognized. This course covers twelve specific challenges that are identified under Course Topics below. These challenges prepare leaders to negotiate and facilitate the complexities of leading teams throughout their life cycle. Once leaders have faced these challenges, their capabilities will improve in specific management areas.

Learning to use these new capabilities in a team environment will enhance a team leader's ability to self-assess and to select the most effective management style for a specific situation. Judging one management style relative to another is ineffective; instead participants learn to assess their own and others' management styles in order to enhance task performance.

The challenges in leadership of teams covered in this course are easy to apply in any management situation and will enable formation of teams that organize faster, think collaboratively, and are productive. They help create an environment where leaders can successfully support their teams in a competent professional atmosphere. Participants learn how to manage a team by providing structure and developing trust during the life cycle of a project. The team development model employed allows teams to organize and execute complex projects without the stress of miscommunication and distrust.

Learning how to strategically integrate the twelve leadership challenges will support development of the skills and techniques managers need to navigate organizational transformations of work in order to effectively guide project teams and to communicate effectively with senior management, CEOs, and Boards of Directors. These challenges are included in our research-based instructional program that utilizes training exercises for introducing the concepts of facilitating and coaching into a science or engineering culture, with a particular focus on the need for collaboration and empowerment of all team members. By incorporating a hands-on interactive approach, each participant should have a significant opportunity to expand his/her competencies by receiving both feedback and insight from the faculty throughout the various stages of the group process.

Who Should Participate

This course is appropriate for a general audience including, but not limited to: managers, CEOs, CFOs, doctors, lawyers, engineers, scientists, governement and military personnel, financial managers, and project managers in any field.

Learning Objectives

• Assess yourself as a team leader/manager by understanding your strengths and weaknesses, choosing three or four areas in your leadership abilities you wish to develop.
• Learn to manage a team through assessing yourself in the following areas: team dynamics, effective communication, facilitation, leadership style, negotiation skills, conflict resolution, and coaching skills.
• Learn to analyze the interactions between your personal thinking style and others, understand your emotional intelligence and utilize it to manage others.
• Evaluate outcomes of exercises in facilitating and coaching in a science or engineering culture.
• Learn how to transform your leadership to a more adaptive leadership style that fits your organizational culture.
• Learn the fundamentals of project management in different environments.

Course Topics

Self-Assessment
Team Formation
Situational Leadership
Team Communication and Socialization
Emotional Intelligence
Positive Criticism
Diversity Issues
Mindset Management
Leading in an Intercultural Environment
Conflict Management
Project Management in Different Environments
Strategic uses of Self-Assessment Strategies

Course schedule, registration times, special events

Class runs 9:00 am - 5:00 pm every day except Friday when it ends
at 1:00 pm.

Registration is on Monday morning from 7:45 - 8:45 am.

Special events include a dinner for course participants and faculty on
Thursday night. Evening activities are included in tuition.

Please note that laptops are required for this course and that there are nightly readings assigned each day of class.

Biographies

Alethia Bess is an attorney living and working in Zurich, Switzerland. Specializing in forensic accounting practices, she received her JD from the Washington College of Law at American University in 2002. Prior to becoming a lawyer, Ms. Bess worked for 5 years as a trainer, designing and conducting workshops addressing such subjects as effective negotiation, conflict resolution, business communication and intercultural communication. Her clients included Harvard University; Binational Fulbright Commission in Cairo, Egypt; United Nations Development Program in Cairo, Egypt; Northeastern University; and the Massachusetts Institute of Technology. Ms. Bess has a graduate degree in Business Administration from Harvard University and an undergraduate degree from Wellesley College.

Lori Breslow, Ph.D., is a Senior Lecturer in the Sloan School of Management where she teaches courses in managerial, professional, and intercultural communication. She is also the Director of the Teaching and Learning Laboratory at MIT. TLL works with faculty, administrators, staff, and students to strengthen the quality of education at the Institute. Dr. Breslow's research interests are in interdisciplinary education and peer learning.

Bonnie Burrell van Stephoudt is co-director of this course. She is a lecturer in the Chemical Engineering Department at MIT and has her Master's degree in Management from Harvard University. She is presently teaching team development to Chemical Engineering students. In collaboration with Dr. Colton, she has been developing the integration of interpersonal communication and team building skills into undergraduate and graduate engineering education. She conducts research in the areas of interpersonal business communication including collaboration, leadership skills, and assessment methods. Her publications include Conflict Management Theory and The Team Development Model.

Clark K. Colton is co-director of this course and is a professor of Chemical Engineering at MIT. Dr. Colton has written over 200 publications in chemical engineering and bioengineering and has received many awards. In collaboration with Bonnie Burrell, he teaches interpersonal business and technical communication skills to students in Chemical Engineering in addition to other technical courses, and is working to expand interpersonal communication and team building training into undergraduate and graduate engineering subjects.

Keith Dionne received his M.S. in Technology and Policy and his Ph.D. in Chemical Engineering from MIT. He was one of the initial scientists in the founding of CytoTherapeutics Inc., where he led the effort to develop immunoisolation systems for the treatment of diabetes. Dr. Dionne later moved to Alza, where he led the research and development group for implantable drug delivery systems. In that role, he developed the DurosTM technology, which is now in phase III clinical trials for treatment of prostate cancer. Keith Dionne is currently President & CEO of Alantos Pharmaceuticals, Inc.

Dr. Ralph Katz is a Professor of R&D Management at Northeastern University's College of Business and Principal Research Associate at M.I.T.'s Sloan School of Management. He received his M.B.A. and Ph.D. Degrees from the University of Pennsylvania's Wharton School. For more than twenty-five years, Professor Katz has been carrying out extensive management research, education, and consulting on technology-based innovation with a particular interest in the management and motivation of technical professionals and high performing groups and project teams.

Dr. Katz has conducted numerous workshops and seminars on Research, Development, and Engineering management topics to technical staff professionals, managers, and senior executives in many organizations both within and outside the U.S. He has worked with many companies to improve their management of technology practices and innovation processes. Among his more recent clients are many major industrial corporations, including Dupont, Motorola, Procter and Gamble, Atofina Chemicals, Lockheed-Martin, Sparta, Panasonic Technologies, Goodrich, Abbott Labs, UCB, EMC, NRO, Master Foods, Inc., NASA Glenn Research Center, Lawrence Livermore and Los Alamos National Laboratories. Dr. Katz is also the Faculty Leader and Coordinator of the 3-Day Management of Technology and Innovation Executive Program at California Institute of Technology. For more than ten years, he organized and led the Management of Technology and Management of Technical Professionals Courses at IBM's Corporate Technical Institute. Professor Katz has also taught within the Executive Programs of Columbia, Berkeley, Chalmers, St. Gallen, IESE, Copenhagen Business School, Emory, and Carnegie Mellon Universities and was a visiting scholar at INSEAD in Paris during the 2003-2004 academic year. He has published several books and numerous articles in leading professional journals. His most recent book is entitled The Human Side of Managing Technological Innovation, 2nd edition, Oxford University Press, 2003.

In 1981, Professor Katz was awarded the "New Concept Award" by the National Academy of Management for that year's most outstanding contribution to the field of organizational behavior. He was also the 1986 recipient of the R&D Management Journal's "Best Paper" Award and the 1990 and 1991 recipient of the Academy of Management TIM Division's "Best Paper" Awards. Prof. Katz serves on several journal editorial boards and is currently the R&D/Innovation and Entrepreneurship Departmental Editor for Management Science.

Harold V. Langlois is currently Vice President at Merrill Lynch running their training division. He introduced courses on Team Leadership and Organizational Change into the Graduate Certificate Program at Harvard University and for many years was President of Creative Management Systems, a consulting firm focusing on change management. Having acted as CEO, teacher, consultant and practitioner, Mr. Langlois brings an engaging and provocative approach to the challenges of improving leadership characteristics.

Terry Schmidt is an international management consultant, strategic thinker, entrepreneur, and educator who specializes in leadership, strategic management and change. He has 30 years experience assisting corporations, governments, and research organizations in 32 countries worldwide. He earned his BS in engineering from the University of Washington, and his MBA from Harvard University.

Terry is president of ManagementPro (USA) and a global partner in the Centre for Strategic Management. Before starting his own company, he worked for Boeing, NASA, the US Department of Transportation, Management Analysis Centre, and the US Embassy in Thailand.

His US clients include eBay, Boeing, Sony Electronics, Grumman Aerospace, Walt Disney Imagineering, Nokia, Cargill, PATH, Sandia National Laboratory, Lawrence Livermore National Laboratory, Los Alamos National Laboratory, Transamerica Insurance, and the LA Times. Terry teaches strategy at the UCLA Technical Management Program and is on the faculty of the Los Alamos Laboratory Management Institute.

He has seven published books; his most recent is Turning Strategy Into Action. Co-authored with Dr. Hendrie Weisinger, his next book, The Emotionally Intelligent Project Manager, will be published in the fall of 2007. Terry is the winner of the esteemed Theodore von Karman trophy from AIAA and the Charles T. Main Award from ASME. His career is listed in Who's Who in International Training and Development (3rd ed), Who's Who in Finance and Industry (23rd ed), and Who's Who in the World (6th ed).