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Developing High Performance Organisation

Course Overview

Many managers mistakenly assume that leadership style is a function of personality rather than strategic choice. Instead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situation.

Daniel Goleman, the author of 1995 mega-best-seller Emotional Intelligence points out “A leader’s singular job is to get results”. But even with all the leadership training programs and “expert” advice available, effective leadership still eludes many people and organisations. One reason, says Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data.

Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies: self-awareness, self-regulation, motivation, empathy, and social skill. There are six basic leadership styles.

Commanding leaders demand immediate compliance.  Visionary leaders mobilize people toward a vision. Participative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future.

Results-Based Leadership (RBL) Framework

We are operating in a hypercompetitive business environment. The world moves faster today when compared to 10 years ago. Companies feel the pressure to decrease time to market and improve the quality of products while delivering on ever-changing

customer expectations to maintain competitive posture – that is, be adaptive and nimble. Driving results is difficult even for companies who have the benefit of dedicated and knowledgeable employees and business leaders to leverage.

Organisations need leaders to visualise the future, motivate and inspire employees, and adapt to changing needs. On-going research by CEE indicates that, with the right leadership development support including executive coaching, those with leadership potential can be developed into outstanding leaders. Emotional Intelligence competencies are perhaps the most challenging for leaders to develop effectively and yet it is the one that often has the most impact. As emotionally intelligent leaders rise through the ranks of an organisation, their profile becomes more visible to employees and their increased power can have a greater impact towards achieving the organisational results (See Figure 1).

Figure 1: The RBL Framework for Organisational Success


Reference: Sattar Bawany, “Building High Performance Organisations with Results-based Leadership Framework” in Leadership Excellence Essentials, Issue 04.14.

Putting Employees First Before Customer and Profits

Putting the customer first has been the mantra of many companies for a long time. But however correct the mantra may be, perhaps it’s time to question the wisdom of it. Some companies already have, that is, put the customer second, after employees. The results are surprising and enlightening – engaged and contented employees and companies get cited for their best practices. Moreover, customers are satisfied. This Workshop presents an operating model and proven approach for putting employees first.

Course Outline

Session Outline/Activities
1. Introduction & Objectives
  • Introduction & Review Workshop Objectives
  • Setting for Collaborative Session: S.C.O.P.E Approach
  • Group Discussion: Lessons Learnt on Why Leaders Fail?
2. Achieving Sustainable Organisational Results
  • The Results-Based Leadership (RBL) Framework
  • Too Many Bosses/Managers, Too Few Leaders Syndrome
  • Group Exercise: What’s Your Leadership Purpose & Values?
3. Developing Your Emotional Intelligence
  • Framework of Emotional & Social Intelligence Competencies
  • Harvard Video on Emotional & Social Intelligence for Leaders
  • Individual Assessment: ‘How Emotionally Intelligent Are You?’
  • Individual Exercise: ‘Amygdala Hijack’ at the Workplace
4. Leveraging Repertoire of Leadership Styles
  • Situational Leadership Approach
  • Review of HBR Article: ‘Leadership That Gets Results’
  • Application of the Six Leadership Styles at the Workplace
5. Putting It All in Place – Integrative Video Case Study
  • Video Case Study ‘Crimson Tide’ provides participants with real-life scenarios where
    a leader adapts his leadership style as the situation calls to suit the needs of his team.
  • Group Exercise: Case Study Debrief and Group Presentation
6. Summary and Personal Leadership Development Plan
  • Review of the Key Concepts and Models
  • Individual Exercise: Developing a 90-Day SMART Leadership Action Plan
  • Recommended Post Workshop Readings

Learning Outcomes

This highly intensive leadership training program combines proven-in-action techniques with peer interaction help the participants to:

  • Gain a clear understanding about the context for leadership in today’s VUCA business environment
  • Understand the various Emotional & Social Intelligence Competency Framework
  • Make the link between Emotional Intelligence (EI) Competencies, Leadership Effectiveness and achieving sustainable Organisational Results
  • Understand the repertoire of leadership styles that can impact Organisational Climate and Employee Engagement
  • Develop a 90-Day SMART Self Leadership Action Plan

Modes of Teaching and Learning

This workshop will employ interactive methods of teaching, including the use of video materials, published literature and articles, case studies, etc.