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Content

  • Examine the concept of leadership, its various definitions and approaches;
  • Understand the participant’s way of engaging and how their patterns of behaviour inform their leadership and what that means for their future potential;
  • Develop a capacity for reflection to embed the learnings from the programme as well as from other ongoing organisational experiences.
  • Address the relational aspects of leadership – focus on the leader’s ability to really engage with others within and outside the organisation;
  • Understand the importance of trust, how it is built and its centrality to leadership;
  • Examine at a theoretical and experiential level, conversations as a building block for social processes in organisations;
  • Manage difficult conversations.
  • Focus fully on the team dimension, how the participants are viewed as leaders of teams and how this impacts their performance overall;
  • Understand how teams operate and learn how to apply a framework for understanding high performing teams;
  • Participate in a number of team experiences which will reinforce the learning from the theory and feedback.
  • Examine the organisational challenges facing the leader – how can the leader influence the whole organisation;
  • Gain knowledge with regard to organisational cultures and what we need to be mindful of when navigating different types of organisations;
  • Understand the participant’s role in the successful implementation of strategy.
  • Gain an understanding of the impact of stress in today’s organisational climates;
  • Understand leader derailment and how this might impact the participant;
  • Discover what the most appropriate coping techniques are and the importance of cultivating these techniques as part of the participant’s ongoing leadership practice.
  • Capture the learning of the overall programme;
  • Focus on feedback as an input to the participant’s leadership journey in addition to receiving feedback from peer participants;
  • Reflect on the experiences overall and what has been important;
  • Develop and communicate a Personal Leadership Learning Statement.

Meet the Faculty

Our dedicated team of faculty are widely recognised as skilled educators, ground-breaking researchers and accomplished authors. Through publishing, consulting and teaching they leverage their business expertise and field-based research to deliver programmes, encourage participants to develop new ways of thinking, widen their perspectives and to understand their own challenges and capabilities.

The faculty present topics in a range of engaging methods such as ‘action learning’ projects, case studies, role plays, individual assessment and one-on- one coaching, so as to deliver a unique and lasting learning experience.

Camilla spent the first 10 years of her career in international sales, setting up distribution channels in mainland Europe and Scandinavia. The next significant part of her career was as a consultant with PricewaterhouseCoopers, during which she advised both private and public sector organizations on all aspects of performance: strategy; operational performance improvement; organizational design; organizational change; commercial strategies etc. Camilla’s more than 25 years commercial experience across a range of 6 organizations and industries honed her understanding of, and keen interest in, organizational and individual patterns and how they help or hinder organizational financial success and sustainability. She began to focus on the development of leaders and potential leaders, recognizing the impact they have on the bottom line results of their organizations. Camilla now runs her own Executive Coaching and People Performance Consulting practice and travels extensively with her work. She is an Associate of Ashridge Business School in the UK, The US-based Exetor Group, as well as a number of leadership organisations in Germany/Switzerland/Netherlands.

Maeve Houlihan is Academic Director of UCD Lochlann Quinn School of Business, former VP for Teaching and Learning at UCD College of Business and Senior Lecturer in Organisational Behaviour and Work within the management subject area.  She leads the undergraduate OB teaching team at the Lochlann Quinn Undergraduate School of Business. 

Maeve's research focuses on contemporary working lives, management practices, and their links with society and together with Prof Sharon Bolton of Stirling University Business School, she co-edited Work Matters: Critical Reflections on Contemporary Work (Palgrave Macmillan, 2009) and Searching for the Human in Human Resource Management (Palgrave Macmillan, 2007).  She completed doctoral studies at Lancaster University where her PhD involved a participant ethnographic study of the experience of working and managing in call centres. Recent projects included co-editing journal special issues 'Are We Having Fun Yet?' for Employee Relations, and 'Beyond the Control/Resistance Debate' for Qualitative Research in Accounting and Management, and the study Interim Management: The Irish Perspective.  She has published in journals including Work, Employment and Society; Human Resource Management Journal; Work and Occupations and Journal of Business Ethics. 

Maeve has particular interests in creative spaces and the unconscious aspects of work and organisations.  Current projects focus on psychodynamic understandings of organisational life with Dr Belinda Moller and Dr Annette Clancy, and a study of Creative Careers for UCD Research with Dr Niamh NicGhabhann of University of Limerick's Irish World Academy of Music and Dance.   Maeve is currently working with PhD students Catherine McElhinney and Suzanne Carthy, and academic host to Proudly Made in Africa Research Scholar Dr Penelope Muzanenhamo and Academic Writing Centre lead Dr Megan McGurk.

Eamonn is a highly experienced consultant and coach who works internationally supporting clients from various sectors in working more effectively. Prior to establishing his own practice, he spent 18 years in various roles in Retailing with an emphasis on Fashion and Department Store activities. He also worked as HR Director with a premium brand multinational in the Travel sector building part of the business from start up to 1300 multicultural, cross-functional employees. Later he worked for 9 years as European Vice President of HR. His current practice covers a broad range of People-related activity with a shared emphasis on Individual Coaching, Leadership and Team Development as primary interventions.

Dr Annette Clancy joined UCD as a lecturer in Organisational Behaviour in 2015.  She earned her PhD at the University of Bath where her doctoral research investigated disappointment (frequently assumed to be a 'negative' emotion) and explored how it might be reimagined as a catalyst for organisational learning and creativity.  She received her MSc from the University of Sunderland where she studied systemic organisation and management.

The focus of Annette's research is on emotion in organisations and in particular how unconscious dynamics influence and inform how work is performed.  Her current research relates to the emotional dynamics of research, particularly anxieties and fantasies associated with doing Grounded Theory and, how suppressed and disavowed emotions return to influence organisations.

Prior to joining UCD Annette ran her own organisational consultancy practice for over 17 years.  She consulted to and coached senior executives in over 100 organisations cross the public, private and not for profit sectors in Ireland, the UK and the USA.

Prior to her consulting career Annette held senior management positions in the cultural sector in Ireland and the UK.

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