Leadership and Management Course

Lesson 1 • Defining Leadership vs. Management

Contrasts leadership and management functions using behavioural models. Sets the conceptual baseline for all subsequent frameworks in the course.

Lesson 2 • Understanding Team Dynamics Basics

Introduces group behaviour, roles, and informal norms that shape team output. Provides context for managing interpersonal dynamics covered in later chapters.

Lesson 3 • Core Leadership Styles and Models

Surveys situational, transformational, and servant leadership models. Learners identify which style fits specific team contexts.

Lesson 1 • Recruiting and Onboarding Team Members

Addresses competency-based selection and structured onboarding practices. Ensures new members integrate quickly and contribute to team norms.

Lesson 2 • Stages of Team Development

Applies Tuckman's model to diagnose and accelerate team maturity. Leaders learn targeted interventions for each developmental stage.

Lesson 3 • Principles of Team Design

Covers team size, diversity, and skill-mix decisions that drive performance. Connects structural choices to the leadership styles introduced in Chapter 1.

Lesson 4 • Establishing Team Norms and Agreements

Guides leaders in co-creating behavioural agreements and working norms. Translates team design into daily operating standards.

Lesson 1 • Influencing Without Formal Authority

Explores persuasion principles and stakeholder influence tactics for managers. Enables leaders to drive outcomes across peer and cross-functional relationships.

Lesson 2 • Clear and Purposeful Messaging

Teaches message framing, audience analysis, and channel selection for leaders. Reduces miscommunication that erodes team alignment and morale.

Lesson 3 • Facilitating Productive Team Meetings

Provides meeting design, facilitation, and follow-up frameworks for team leaders. Converts meetings from time drains into decision-making and alignment tools.

Lesson 4 • Giving and Receiving Feedback

Introduces structured feedback models and a feedback-receptive mindset. Builds the communication loop essential for continuous team improvement.

Lesson 1 • Retention Planning and Career Development

Addresses proactive retention through career conversations and growth planning. Reduces costly turnover by aligning individual ambition with team needs.

Lesson 2 • Diagnosing Individual Engagement Drivers

Teaches one-on-one discovery techniques to uncover what motivates each team member. Enables personalised leadership that boosts discretionary effort.

Lesson 3 • Motivation Theory for Managers

Reviews intrinsic/extrinsic motivation models and their practical implications. Grounds engagement tactics in evidence-based behavioural science.

Lesson 4 • Recognition and Reward Strategies

Covers formal and informal recognition practices that reinforce desired behaviours. Connects recognition to team norms and performance standards.

Lesson 1 • Conducting Performance Reviews

Provides a structured approach to formal performance appraisals and calibration. Ensures reviews are fair, evidence-based, and developmentally focused.

Lesson 2 • Monitoring Progress and Providing Support

Covers check-in cadences, progress tracking tools, and coaching-style support. Keeps performance on track without micromanaging team members.

Lesson 3 • Managing Underperformance

Equips leaders to identify root causes of underperformance and apply structured improvement plans. Addresses both performance and behavioural issues with fairness.

Lesson 4 • Building a Culture of Accountability

Shifts accountability from a top-down mandate to a shared team value. Leaders model and reinforce ownership behaviours across all team levels.

Lesson 1 • Transitioning from Doer to Leader

Addresses the identity and behavioural shift required when moving into leadership. Helps new and experienced managers let go of individual contributor habits.

Lesson 2 • Developing Team Member Capabilities

Provides tools for identifying skill gaps and designing on-the-job development. Builds the talent pipeline introduced in the retention chapter.

Lesson 3 • Principles of Effective Delegation

Covers what, when, and to whom to delegate using readiness and risk frameworks. Addresses common delegation barriers such as perfectionism and control.

Lesson 4 • Coaching Fundamentals for Managers

Introduces the GROW model and coaching mindset for day-to-day leadership. Distinguishes coaching from advising and directing in practical team scenarios.

Lesson 1 • Understanding Conflict in Teams

Distinguishes productive from destructive conflict and maps common conflict sources. Reframes conflict as a manageable and sometimes valuable team dynamic.

Lesson 2 • Rebuilding Trust After Conflict

Addresses post-conflict repair strategies that restore team cohesion and morale. Prevents recurring friction by embedding lessons into team norms.

Lesson 3 • Conflict Resolution Frameworks

Introduces interest-based negotiation and mediation models for team leaders. Provides repeatable processes for resolving disputes at multiple severity levels.

Lesson 4 • Delivering Difficult Messages

Prepares leaders for conversations involving poor performance, role changes, or team exits. Combines empathy with directness to maintain dignity and clarity.

Lesson 1 • Decision-Making Under Complexity

Introduces structured decision frameworks for ambiguous, high-stakes situations. Equips leaders to make sound judgments when data is incomplete or conflicting.

Lesson 2 • Sustaining Leadership Effectiveness Long-Term

Addresses leader resilience, continuous learning, and avoiding burnout over time. Closes the course by anchoring all skills in a sustainable leadership practice.

Lesson 3 • Leading Through Change and Uncertainty

Applies change management models to help leaders guide teams through transitions. Builds on conflict and communication skills to manage resistance effectively.

Lesson 4 • Building Cross-Functional Influence

Develops skills for leading beyond formal authority across departments and hierarchies. Extends the influence techniques from Chapter 3 to organisational-level impact.