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Course details and
Staff Biographies
The Executive
Leadership Program at Georgetown University has been designed to
enhance the individual, interpersonal, and institutional skills of
leaders. Participants of this rigorous, one- week program
acquire the tools and techniques to better inspire, motivate, and
build. An overview of the proposed design of the Executive
Leadership Program is as follows:
PROGRAM DESIGN
Module I: Leadership as Vision and Strategy
This
module recognizes the role of the individual in relation to the
organization, its vision, and its mission. It requires
executives to not only envision the organization’s mission and
vision, but the challenges, opportunities, and roadblocks to
achieving them. Subsequently, executives must learn to master
change so as to move toward a culture of teamwork and collaboration.
They will be changing individuals, as well as the organization, with
resources, technology, knowledge, and a more detailed approach to
solving problems in the workplace. Major topics in this module
include the following:
Module II: Leading
and Executing Change
Leading and executing
organizational change requires clarity of vision and mission,
coupled with the ability to develop strategic direction that can be
translated into action. This module will provide executives
the concepts and tools to develop mission, vision, and strategic
direction in complex and turbulent environments. It will
present the tenets of change management and build awareness that
difficult environments present barriers to change that can lead to
organizational rigidities. The importance of problem solving
skills, resource allocation, and the use of information technology
to breakthrough barriers will be highlighted. Effective
leadership also requires creativity and innovation to accomplish
vision and mission outside the parameters of traditional thinking
and overcome barriers to change. Although we are all born with
creative potential, our creativity is often suppressed because
society and organizations are more likely to reward conformity than
creativity. The module will help participants reclaim and
enhance their creativity. The following topics will be
explored in this module:
Module III: Leading
and Motivating People
This module identifies
and provides concepts and tools to help resolve the critical issues
and broad strategic questions that leaders face in managing human
capital in challenging organizational environments. It helps
participants develop strategic human resource management skills to
facilitate team building and also to achieve high commitment among
employees. The second half of the module will focus on
preparing Personal Leadership Development Plans for the
participants. The module topics include:
Module IV: Managing
Institutional Politics and Conflict
The objective of this
module is to help improve personal effectiveness as a leader by
learning the tools of negotiation and conflict resolution.
Skills to be developed in the seminar include preparation for a
negotiation, understanding common negotiator mistakes and how to
eliminate them, conflict resolution, and developing approaches for
multi-issue and multi-party negotiations. Most importantly,
the ability to negotiate successfully depends on building a power
base and being persuasive. Becoming more persuasive influences
how conflicts between team members and between employees and their
managers are managed. Because unproductive conflict saps
people of their energy, creativity, and patience, it is imperative
that people learn to effectively manage conflict. Thus, in
this module, participants will also learn to determine the causes of
the conflict in the workplace, identify methods to reduce and
resolve conflicts, and learn to use productive conflict to increase
the effectiveness of problem solving, decision-making, negotiation,
and influence. Seminar topics include:
Module V: Building
an Effective Business Foundation
Effective planning,
analysis, management, and control techniques enable executives to
pay more attention to building effective teams, getting productive
work completed in a timely way, and increasing workplace
satisfaction, not to mention the satisfaction of the
organization’s clients and other stakeholders who will receive
greater attention and service. Major topics covered in this
module include:
-
Designing
and managing international organizations
-
Marketing,
innovation, and “customer” service
-
Resource
and cost management
-
Technology
and knowledge management
FACULTY
Below are the distinguished faculty who will
participate in the program:
Paul Almeida, Ph.D.
Dr. Almeida is
Associate Professor in the McDonough School of Business at
Georgetown University, where he teaches courses in knowledge
management and strategy. He studies the development and
exploitation of technological knowledge in firms and through
strategic alliances. He is especially interested in the relationship
between knowledge development and the competitiveness of firms, high
technology regions, and countries. He has been awarded the Joseph F.
Le Moine Award for Graduate and Undergraduate Teaching Excellence,
Best Professor Award for Executive Programs at Georgetown
University, and was listed as one of the Best Professors at the
McDonough School by Business Week magazine. Professor
Almeida's recent publications include: "The Localization of
Knowledge and the Mobility of Engineers in Regional Networks"
in Management Science. He has also published articles in the
Strategic Management Journal; and Small Business Economics and
contributed articles to several scholarly books. He is currently
co-editing a volume on "Managing Knowledge in the 21st
Century". His paper, "Learning and Contributing: Foreign
Multinationals in the U.S. Semiconductor Industry," won the
Best Paper Award in Technology and Innovation Management by the
Academy of Management. Professor Almeida earned his doctorate from
the Wharton School at the University of Pennsylvania.
Robert J. Bies,
Ph.D.
Dr. Bies is Professor
of Management in the McDonough School of Business at Georgetown
University, where he specializes in organizational behavior.
His current research focuses on leadership and the delivery of bad
news, paranoia and revenge in the workplace, conflict management,
privacy, and organizational justice. He works with executives
on issues involving leadership, creativity, and power and politics
in organizations. Professor Bies serves on the editorial
boards of the Journal of Applied Psychology, the International
Journal of Conflict Management. His publications include: The
Legalistic Organization, (co-edited with S.B. Sitkin); Information
Privacy: Looking Forward, Looking Back (co-edited with M.J. Culnan
ad M.B. Levy); "Trust and Distrust: New Relationships and
Realities," Academy of Management Review, "Threats,
Bluffs, and Disclaimers in Negotiations," Organizational
Behavior and Human Decision Processes; and "Coping With a
Layoff: A Longitudinal Study of Victims," Journal of
Management. Professor Bies earned his doctorate from Stanford
University.
Brooks Holtom, Ph.D.
Professor Holtom
specializes in organizational behavior and human resource
management. His current research focuses on how organizations
acquire, develop and retain human and social capital. He teaches
courses in organizational behavior, human resource management and
negotiation. He works with executives on issues involving decision
making, negotiation, leadership, motivation and strategic human
resource management. Professor Holtom’s recent
publications include “Why people stay: Using job embeddedness to
predict voluntary turnover,” which was a finalist for the Academy
of Management Journal Best Paper Award and “How to keep your best
employees: The development of an effective retention policy,”
which was a finalist for the Academy of Management Executive Best
Paper Award. His work has appeared in the Journal of
Applied Psychology, the International Journal of Conflict
Management, the Journal of Managerial Issues, Human Resource
Management Journal, Human Resource Management Review, and the
Decision Sciences Journal of Innovative Education. He is an ad hoc
reviewer for the Academy of Management Journal, the Journal of
Management, and the Journal of Business Research. He has taught
previously at the Owen Graduate School of Management at Vanderbilt
University and the College of Business Administration at Marquette
University. While at Marquette University he won the Teaching
Excellence Award. He has served as a consultant to many
organizations including Citibank, Nordstrom, the United States Air
Force and the Tennessee Department of Correction. Professor Holtom
has presented Executive Education seminars to Northwestern Mutual,
Briggs & Stratton, Aurora Health Care and many others.
Karan Powell, Ph.D.
Karan Powell is
President of Powell & Associates, an organization transformation
and executive
development consulting
firm. Dr. Powell has more than 25 years experience in
learning, executive and leadership development, knowledge
development, and organization performance effectiveness in a variety
of business and government settings. These experiences include
Vice President and Chief Learning Officer at American Management
Systems Inc. (AMS). In this role Dr. Powell developed and
implemented the global strategy for AMS's learning and development
efforts including the design, launch and management of AMS
University, Executive Development including executive coaching,
knowledge management, and strategic organization development and
change. In addition to corporate clients Dr. Powell designed
and implemented Executive Development Programs for the Office of
Chief Counsel for Internal Revenue Service offered through
Georgetown University.
Jeanine W. Turner,
Ph.D.
Dr. Turner is Assistant
Professor of Management in McDonough School of Business at
Georgetown University. She is a Member of the Academy of
Management, the National Communication Association, and the American
Telemedicine Association. Her research interests include
implementation and use of communication technologies within
organizations, virtual organizations, computer-mediated social
support, and telemedicine. She works with organizations on
using the communication process in a persuasive way, specifically
within the context of executive presentations, business writing, and
one-on-one communication. She has a Ph.D. from Ohio State
University.
In addition to program
instructors, a Georgetown University academic advisor will also work
with participants of the Executive Leadership Program:
Richard F. America
Professor America
specializes in public policy, management, economic development and
corporate community relations strategy. His current research is on
enterprise development strategy in inner cities and in Africa.
He has published on economic development in distressed areas, small
and medium enterprise development in Africa, corporate philanthropy
in community development, and social marketing and community
revitalization. His books include: Developing the Afro-American
Economy; Moving Ahead: Black Managers in American Business; The
Wealth of Races (Editor); Paying the Social Debt; Philanthropy and
Economic Development (Editor); and Soul in Management: How African
American Managers Thrive in the Competitive Corporate Environment.
In addition, he has published in Harvard Business Review and other
management and policy journals. Professor America has consulted on
public affairs and economic development. He has also worked for the
Small Business Administration, the U.S. Department of Commerce, Bank
of America, and Stanford Research Institute. He has been an adjunct
lecturer at the McDonough School of Business, and was a Lecturer and
Director of Urban Programs at the Business School at the University
of California at Berkeley, and Visiting Lecturer at Stanford
Business School. Professor America holds an MBA from the
Harvard University Graduate School of Business.
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