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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.

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.

 

Helen is Director of Smurfit Executive Development at UCD Michael Smurfit Graduate Business School. She holds direct responsibility for the management and strategic development of Smurfit Executive Development and is a member of the Smurfit School’s Irish Advisory Board and the School’s Senior Management Team and Executive Committee. Helen delivers across the programme portfolio in the areas of Leadership and Organisation Effectiveness. Prior to joining UCD Michael Smurfit Graduate Business School, Helen spent 20 years working in international business roles within the private and public sector.

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