top of page
Search

Top 100 FREE Courses on Leadership & Management

  • Writer: Avy-Loren Cohen
    Avy-Loren Cohen
  • Feb 24
  • 30 min read



Introduction

In today’s rapidly evolving business landscape, the role of leaders has become increasingly complex. To navigate challenges, seize opportunities, and drive organizational success, these individuals must possess a deep understanding of their industries, their companies, and the broader global context. Continuous learning is not merely a desirable trait; it is a necessity for those aspiring to excel in leadership positions.


Why Leaders Must Embrace Lifelong Learning

  1. Adapting to a Changing World: The business world is characterized by constant change, driven by technological advancements, economic fluctuations, and shifting consumer preferences. Leaders who fail to stay abreast of these developments risk becoming irrelevant and unable to guide their organizations effectively. Lifelong learning equips them to anticipate trends, identify emerging opportunities, and make informed decisions.

  2. Driving Innovation: Innovation is the lifeblood of successful organizations. By expanding their knowledge base, leaders can foster a culture of creativity and experimentation. They can identify new ideas, evaluate their potential, and provide the resources necessary to bring them to fruition.

  3. Improving Decision-Making: Effective decision-making is a cornerstone of leadership. Lifelong learning provides leaders with the tools they need to analyze complex problems, evaluate alternatives, and make sound judgments. By staying informed, they can avoid costly mistakes and make decisions that align with their organization’s long-term goals.

  4. Inspiring and Motivating Teams: Leaders who are passionate about learning set a powerful example for their teams. When employees see their leaders actively seeking out new knowledge and skills, they are more likely to be motivated to do the same. This can create a positive and productive work environment where innovation and continuous improvement thrive.

  5. Building Trust and Credibility: In today’s world, trust is essential for building strong relationships with stakeholders, including employees, customers, investors, and the broader community. Leaders who demonstrate a commitment to lifelong learning are more likely to be seen as credible and trustworthy. This can enhance their ability to influence others and drive positive change.


How to Foster a Culture of Lifelong Learning

To create an organization where lifelong learning is valued and encouraged, leaders must take a proactive approach. This includes:

  • Investing in Professional Development: Providing employees with opportunities for training, education, and mentorship is essential. This can include attending conferences, taking online courses, or participating in leadership development programs.

  • Encouraging Experimentation: Leaders should create a safe and supportive environment where employees feel empowered to try new things and learn from their mistakes.

  • Recognizing and Rewarding Learning: Celebrating achievements and rewarding employees for their efforts to develop new skills and knowledge can reinforce the importance of lifelong learning.

  • Leading by Example: By demonstrating a personal commitment to learning, leaders can inspire their teams to follow suit.


So it is with great pleasure that I have curated this list of 100 top leadership and management courses for your personal and professional development.

  • Please note, that all course descriptions are taken directly from the respective website. The author does not take credit for any content relating to the course description. The author does not have any affiliation with any of the institutions and/or organizations nor does the author benefit from any gain such as financial or other by writing about the courses listed in this article.



 

1) Course Name: Leading People and Teams Specialization

Given by: University of Michigan


Learning objectives:

· Create and communicate your vision as a leader

· Manage talent to improve employee performance, development and retention

· Use the Michigan Model of Leadership to define organizational goals

· Create a high-quality team charter that enhances team performance

 

2) Course Name: Strategic Leadership: Impact, Change, and Decision-Making Specialization

Given by: Dartmouth College


Learning objectives:

Become a Better Business Leader Today. Using Professor Sydney Finkelstein’s renowned research into the art and science of leadership and years of experience working with managers and executives around the world, this specialization will help you build the wisdom and skills you need to grow and change as a leader — and as a person.

  • How to understand common leadership mistakes and keep them from happening to you

  • How to balance the rational and the emotional to make the best possible decisions

  • How to crack the code on talent to accelerate your career and help other people get better

  • How to become a wise leader at work, at home, and in life

 

3) Course Name: Leading Diverse Teams & Organizations

Given by: University of Michigan


Learning objectives:

  • Understand when and why diversity benefits teams and organizations.

  • Design equitable organizational processes.

  • Develop behavioral skills to promote an inclusive team environment.

 

4) Course Name: International Leadership and Organizational Behavior

Given by: Università Bocconi


Learning objectives:

In this course — together with a team of Bocconi expert faculty and Bocconi alumni — we’ll explore the theory and practice of international and intercultural leadership and organizational behavior. Social science research has revealed systematic ways in which our behavior differs across cultural contexts — enabling us to more effectively work across borders. Insights from psychology, neuroscience, sociology, anthropology, communication studies, and from management scholarship allow us to understand what shapes individual and group decision-making, what enhances or weakens team performance, and how we can build and use our social networks. And the shared practical experience of international leaders allows us to identify concrete steps to enhancing intercultural leadership competence, and to be cognizant of common leadership challenges.

 

5) Course Name: Inspired Leadership

Given by: Case Western Reserve University


Learning objectives:

How to overcome the ravages of chronic stress and renew your body and mind by building better relationships and positive approaches to leadership. You will learn the power of asking questions to become a more inclusive and self-confident leader, and how to effectively coach others toward sustained, desired change, learning, or increased motivation in life and work.

 

6) Course Name: Leadership in 21st Century Organizations

Given by: Copenhagen Business School


Learning objectives:

o Enact your own personal leadership approach, derived from your ongoing evaluation of how Jim Barton has handled his leadership situation, as well as from established leadership concepts and frameworks;

o Avoid leadership actions that might have worked in the past, but are not suited to a newly challenging 21st-century world;

o Navigate treacherous new 21st-century leadership challenges, such as greater reliance on specialized workers or the need to respond to external scrutiny in an increasingly transparent world (and many more);

o Avoid “slippery slope” ethical failures, and think more clearly about the separation between public and private life for a 21st-century leader.

 

7) Course Name: Leadership Out of the Box Specialization

Given by: Queen Mary University of London


Learning objectives:

  • To use frameworks and models to make sense of your current work context.

  • The importance of self-awareness in the leader.

  • To go beyond managing into a proactive stance that will take your organization forward.

  • How to lead your boss.

 

8) Course Name: Leadership: An Introduction

Given by: Johns Hopkins University


Learning objectives:

For learners new to leadership studies who are capable of navigating upper-level general education courses. The specialization includes three courses — The Ethical Leader, The Persuasive Leader, and The Creative Leader — which collectively include the history of the idea of leadership, leadership and artificial intelligence, and agile leadership. Students who successfully complete this course will be able to:

· Define leadership in general

· Identify the elements of ethical, persuasive, and creative leadership.

· Define agile leadership

· Explain the challenges and opportunities that artificial intelligence offers leadership

· Apply what is learned to practical issues that leadership faces in a variety of organizations

 

9) Course Name: Leadership

Given by: University of Illinois Urbana-Champaign


Learning objectives:

  • Develop and strengthen your capacity to lead and recognize leadership exhibited by those around you in the organization

 

10) Course Name: Agile Leadership

Given by: University of Colorado System


Learning objectives:

  • Apply Agile principles and philosophy within your team and organization

  • Develop change resilience at a personal, team, and organizational level

  • Transform yourself, your team, and your organization from traditional to Agile


11) Course Name: Neuroscience of Leadership: Leading with Your Brain Specialization

Given by: University of Colorado Boulder


Learning objectives:

Leading with the Brain in Mind. Master the Science of Leading with Social Cognitive Neuroscience and Psychology.

  • Understand how to leverage brain science to maximize individual performance in business and personal relationships.

  • Understand how to leverage brain science to maximize team performance in business and leadership situations.

  • Understand how to leverage brain science to maximize organizational performance in business and leadership situations.

 

12) Course Name: Leading Teams

Given by: University of Michigan


Learning objectives:

  • Learn how to build your team and improve teamwork and collaboration.

  • Establish roles, build structures, and manage decision-making.

  • Manage critical team processes such as conflict resolution.

 

13) Course Name: Leadership and Critical Thinking

Given by: Tecnológico de Monterrey


Learning objectives:

Develop leadership and critical thinking skills. Acquire skills to lead business transformation

This program is aimed at leaders who are interested in consolidating their leadership and critical thinking skills within an organization, positively impacting organizational behavior and human flourishing.

 

14) Course Name: High Stakes Leadership: Leading in Times of Crisis

Given by: University of Michigan


Learning objectives:

  • Develop strategies for exceptional leadership and team performance in our increasingly VUCA world.

  • Explore the characteristics of individual and organizational resilience and develop strategies to improve both.

  • Understand how to prepare yourself, your team, and your organization for its next major disruption or crisis.

 

15) Course Name: Leading: Human Resource Management and Leadership

Given by: Macquarie University


Learning objectives:

Get ready for the Future of Work. Leading people and organizations to adapt, compete, and succeed in a complex, global environment.

  • Analyze how to motivate staff with meaningful work

  • Understand how to enable your organisation to deliver on its strategic objectives

  • Examine the ways you can harness your team’s diversity and use teamwork to innovate and increase your organization’s output

 

16) Course Name: Leading Teams: Developing as a Leader

Given by: University of Illinois Urbana-Champaign


Learning objectives:

In this foundational course, you will be challenged to develop as a leader. You will explore the concept of leadership, assess the required competencies for today’s leaders, learn more about yourself and how you can make effective and ethical decisions, identify how to build trusting relationships with others and articulate a practice for growing as a leader.

 

17) Course Name: Ethical Leadership

Given by: The University of Notre Dame


Learning objectives:

Grow the Good in Business with Ethical Leadership. Exploring the role of business in a just and humane society.

  • Identify ethical & unethical leadership practices

  • Know the moral purpose of business

  • Incorporate business & technical skills into a moral worldview

 

18) Course Name: The Discipline of Leadership

Given by: The University of Notre Dame


Learning objectives:

Because it is likely you either want to improve your leader effectiveness or you may want to increase the number of leadership opportunities you have, this course will focus on outlining the factors that predict leader emergence (whether someone will emerge as a leader) and leader effectiveness. Because those predictors are numerous, this course will be broken down into three distinct parts: 1) who one is as a leader (evaluating leaders/leadership and applying to your personality/traits/character); 2) what one’s knowledge, skills, and abilities should be (KSAOs); and 3) how leaders should approach and resolve problems when in a position of leadership. Leadership develops over time and can be aided by repetition (experience), feedback, and self-reflection. Unfortunately, no one can teach you how to lead.

 

19) Course Name: Advanced Leadership Skills for the 21st Century

Given by: Kennesaw State University


Learning objectives:

Take your leadership to the next level. Learn 4D Leadership, team culture dynamics, leading remote workers and a diverse workforce, along with organizational change management and so much more.

  • Understanding essential leadership responsibilities

  • Constructing a Leadership Framework

  • Utilizing the 4D Leadership Framework

  • Hiring for team culture

  • Creating a culture of diversity, equity, inclusion, and belonging

  • Building a productive environment for remote and hybrid teams

  • Leading organizational strategies with SMART goals and strategic planning

  • Determining critical KPIs

  • Coaching and mentoring

  • Managing change in your team, department, or organization

  • Creating a change management team

  • Strategizing for resistance to change

 

20) Course Name: Leadership Communication for Maximum Impact: Storytelling

Given by: Northwestern University


Learning objectives:

Storytelling is an essential part of leadership. Effective leaders communicate to inspire talent to excel; to partner with investors and communities; to engage with customers and clients and to grow their impact in the world as part of a global community. Cultivating an authentic, trustworthy, and compelling narrative is vital to a leader’s success. This course helps leaders find their own story through personal branding; develop storytelling success with all constituencies; initiate an effective voice for crisis; interact well through social and third-party media; and communicate a vision for innovation.

 

21) Course Name: High-Performance Collaboration: Leadership, Teamwork, and Negotiation

Given by: Northwestern University


Learning objectives:

Are leaders born or made? Learn the essential skills to develop and expand your leadership repertoire, design teams for collaboration, and craft win-win negotiation strategies. High-Performance Collaboration: Leadership, Teamwork, and Negotiation focuses on leadership, teamwork, and negotiation. Students will engage in self-assessments to analyze their leadership style, develop team charters to optimize their groups and develop a game plan for effective negotiation.

 

22) Course Name: Inspiring Leadership through Emotional Intelligence

Given by: Case Western Reserve University


Learning objectives:

Emotional intelligence, hope, mindfulness, and compassion help a person reverse the damage of chronic stress and build great leadership relationships. The Positive and Negative Emotional Attractors inspire sustained, desired change and learning at many levels.

 

23) Course Name: Getting Started with Leadership

Given by: Queen Mary University of London


Learning objectives:

  • To understand what leadership is, how to navigate the context they lead within, and how to manage their time as a leader.

  • To identify current key stakeholders and their relative importance

  • The difference between managing and leading and how these conflate in today’s professional environment

  • The essence of credibility

 

24) Course Name: Leadership & Organization Design

Given by: Illinois Tech


Learning objectives:

To succeed in today’s knowledge-intensive organizations managers need to understand how individual differences in personality, learning style and cultural values, group dynamics, organizational culture, and human resource management policies shape employee attitudes and behaviors. This course teaches managers creative problem-solving and ethical decision-making, change management, leadership techniques for enhancing social capital and influencing other organizational members, and management tools for multicultural and geographically dispersed teams.

 

25) Course Name: Leadership and Negotiation Skills Specialization

Given by: Tecnológico de Monterrey


Learning objectives:

Develop soft skills. Acquire skills for effective communication and negotiations that achieve satisfactory agreements

  • Implement the key negotiation skills and styles to carry out effective negotiations and reach satisfactory agreements.

  • Develop communication skills: assertiveness and empathy.

 

26) Course Name: Data-Driven Leadership Skills

Given by: University of Glasgow

Learning objectives:

  • Critically evaluate, with particular reference to digital data, traditional leadership models

  • Distinguish between agile and efficient leadership structures and their relationship to data

  • Analyze the role of data, volume, quality, and timeliness, in decision making

  • Analyse and assess leadership narratives and whether they help or hinder modern leaders in a digital age

  • Describe and evaluate the role of collective decision-making and agile teams

 

27) Course Name: Organizational Leadership in Diversity, Equity & Inclusion

Given by: Rice University


Learning objectives:

The Organizational Leadership in Diversity, Equity and Inclusion (ODE&I) specialization introduces concepts and strategies that foster greater DE&I effectiveness across organizational planning, programming, training, and assessment. The goal of this course is to offer emerging DE&I Practitioners tools, best practices, and strategies to best position and launch successful DE&I efforts regardless of where their organizations are on the DE&I continuum. Through the lens of an equal opportunity professional and the use of current events, learners can expect to explore the essential components of DE&I excellence and how to manage the shifting attitude towards social justice and the multiple dimensions of difference within their workforce.

 

28) Course Name: Leadership in Multinational, Cross-Cultural Teams

Given by: University of California, Davis


Learning objectives:

  • Explore different models of leadership and understand how the cultural differences in what is expected of leaders affect team performance.

 

29) Course Name: Stepping Up: Preparing Yourself for Leadership

Given by: Queen Mary University of London


Learning objectives:

  • How to increase your emotional intelligence as a leader, manage conflict, and how to increase your influence and authority.

 

30) Course Name: Lessons on Wisdom: Personal Leadership for Your Life

Given by: Dartmouth College


Learning objectives:

  • How to fulfill your leadership potential by changing how you think

  • How to make creativity and observation a meaningful part of your life

  • Practical hacks for overcoming the challenges of daily life

  • How to be great in everything you choose to do

 

31) Course Name: Agile Leadership: Introduction to Change

Given by: University of Colorado System


Learning objectives:

  • Describe how and why change management approaches emerged in the business world

  • Distill key characteristics of an agile leader

  • Compare traditional and agile teams

  • Compare and contrast traditional and agile organizations

 

32) Course Name: Becoming a Strengths-Based Leader: Leading Standout® Teams Specialization

Given by: Automatic Data Processing, Inc. (ADP)


Learning objectives:

A Digital Coaching Experience. Master strategies and tools to shift your perspectives and expand your thinking about what it means to lead a team effectively.

  • Create compelling stories to keep teams connected through celebrations and playing to your strengths.

  • Set clear expectations to clarify roles…working together…align on team success.

  • Create trust and support…by recognizing…strengths…and focusing on what matters most.

  • Build your own specific vision to share with your team…to stretch beyond their current responsibilities and step out of their comfort zone.

 

33) Course Name: Principles of Leadership: Leading Technical Teams

Given by: University of Colorado Boulder


Learning objectives:

Become a Great Leader. Understand critical leadership principles, develop personal leadership traits, explore the challenges of leading individuals, and learn strategies for leading a team.

  • Apply elements of personal effectiveness, including negotiation, managing organizational politics, finding mentors, and converting enemies to allies.

  • Apply practical leadership activities, including defining roles, setting a vision, coaching, dealing with conflicts, and delegation

  • Apply teambuilding activities, including hiring the right team members, building the team, managing the team, and conducting effective meetings.

 

34) Course Name: Principles of Leadership: Leading Oneself

Given by: University of Colorado Boulder


Learning objectives:

Personal Leadership for Business Excellence. Perform at your best when it matters most!

· Describe why identifying one’s strengths, core values, behavior patterns, and motivations are foundational for defining personal excellence.

· Describe how knowing your core purpose, and crafting a personal mission and vision help us find meaning in our lives and define personal character

· Through an understanding of self and situational awareness, identify strategies to perform at your best when it matters most.

 

35) Course Name: From Followership to Leadership

Given by: EDHEC Business School


Learning objectives:

· You will gain a better understanding of the basis on which you follow leaders: How you spontaneously perceive leaders. What you expect from them. How you trust them (or not). How you behave according to your representations of the leader.

· But also, and somewhat surprisingly, you’ll realize that the way you are a follower also has an impact on the way you are a leader! And why is that? Because of an omnipresent ingredient in any relationship: the way you represent yourself and the other person.

· The theory of internal models of authority will give you a 360-degree view of what’s going on inside you, whether you’re a leader or a follower, and which has a major impact on the quality and effectiveness of the relationship.

 

36) Course Name: Leadership and Influence

Given by: University of Illinois Urbana-Champaign


Learning objectives:

· State your own mission and plan with confidence

· Negotiate and persuade

· Deal with difficult people

· Contribute to crafting a working environment you want to work in


37) Course Name: Resilience & Leadership: Concepts, Definitions, & Frameworks

Given by: University of Colorado Boulder


Learning objectives:

  • Define resilience and explain the meaning of the built environment.

  • Outline a holistic approach to the resilience of critical infrastructure systems.

  • Apply resilience and crisis management frameworks to complex scenarios.

  • Interpret how ethics may enhance or diminish adaptive capacity.

 

38) Course Name: Communication as a Technical Leader

Given by: University of Colorado Boulder


Learning objectives:

  • Compare and contrast examples of successful and unsuccessful communication in business, industry, and government.

  • Understand and apply common forms of leader-communication.

  • Understand and synthesize methods for establishing organizational vision and building trust through effective communication.

 

39) Course Name: Resilience & Leadership: Tools, Methods, & Applications

Given by: University of Colorado Boulder


Learning objectives:

  • Explain how system’s thinking may be applied to a disaster scenario.

  • Define the key roles and responsibilities of a Crisis Management Team and create a Crisis Management Plan.

  • Describe how business and organizational strategies may cause or influence a crisis.

  • Outline key crisis leadership and communication skills across the crisis lifecycle.

 

40) Course Name: The Creative Leader

Given by: Johns Hopkins University


Learning objectives:

· Define creative leadership

· Explain the facilitative functions of a creative leader

· Explain the directive functions of a creative leader

· Explain the integrative functions of a creative leader

· Assess the value of creative leadership to contemporary organizational leadership

· Apply techniques of creative leadership to organizational challenges

 

41) Course Name: Leadership Style and Building a High-Performance Team

Given by: University of Colorado Boulder


Learning objectives:

  • By successfully completing this course, you will be able to describe your leadership style.

  • You will also be able to define value creation and explain how building a high-performance team is an essential aspect of leadership.

 

42) Course Name: Diversity Leadership for Everyone

Given by: Alignor


Learning objectives:

  • Engage others in important conversations about issues related to diversity, equity, and inclusion

  • Manage conflicts that arise among team members

  • Facilitate collaboration among diverse team members

 

43) Course Name: Ethical Leadership Through Giving Voice to Values

Given by: University of Virginia


Learning objectives:

  • The skills and confidence to act on your values

  • A toolkit for voicing and enacting your values and principles

  • Leadership skills in responding to values conflicts

  • The ability to voice your values effectively

 

44) Course Name: Superbosses: Managing Talent & Leadership

Given by: Dartmouth College


Learning objectives:

  • How to become a leader that creates other leaders

  • How to see the potential in others

  • How to generate and regenerate talent

  • How to produce tangible results for your organization


45) Course Name: Adapt your leadership style

Given by: Macquarie University


Learning objectives:

  • Critically evaluate the similarities and differences between traditional and contemporary theories of leadership

  • Examine the complexities and challenges of day-to-day organizational life might require agile shifts between different leadership styles

  • Analyze how post-industrial forms of participative and self-organizing leadership might enable or disable effective cross-functional teamwork

 

46) Course Name: Strategic Leadership and Management Specialization

Given by: University of Illinois Urbana-Champaign


Learning objectives:

In Strategic Leadership and Management, you will learn the fundamentals of effectively leading people, teams, and organizations and develop tools to analyze business situations. In addition to building a conceptual framework for leadership, learners will develop and practice strategies for immediate impact. The Specialization covers the strategic, human resource, and organizational foundations for creating and capturing value for sustainable competitive advantage both within a single business and across a portfolio of businesses.

 

47) Course Name: Personal Leadership Development Planning and Leading High-Performing Teams

Given by: Rice University


Learning objectives:

An actionable leadership improvement plan enables you to leverage strengths and close the gaps on weaknesses. In this course, you will build your plan that you can put into practice immediately and realize goals within the next two years. It lays the foundation for an evergreen process of selection and prioritization of skills, and action planning for sustained leadership development.

 

48) Course Name: The Ethical Leader

Given by: Johns Hopkins University


Learning objectives:

  • The history of leadership theory

  • Types of leadership

  • The difference between ethical and unethical leadership

 

49) Course Name: Leadership for an Increasingly Diverse World

Given by: The University of Notre Dame


Learning objectives:

Geared toward working professionals in both the corporate and nonprofit sectors, Leadership for an Increasingly Diverse World, takes leaders from being passively engaged to being actively engaged in the fight for diversity, inclusion, equity, and justice. To lead effectively in the 21st-century workplace and beyond requires cultivating a more connected, more diverse, more inclusive, and more globally reflective organizational culture. This course will help leaders embody a diversity, inclusion, equity, and justice mindset so that they can adapt and respond to a rapidly changing, increasingly diverse, and globally connected world.

 

50) Course Name: Connected Leadership

Given by: Yale University


Learning objectives:

  • Improve your ability to get the most out of life

  • Strengthen your leadership toolkit

  • Practice and apply systems thinking to plan for change

 

51) Course Name: Leadership Skills

Given by: IIMA — IIM Ahmedabad


Learning objectives:

  • Acquire an understanding of oneself and build inner stability.

  • Describe various leadership styles and how to lead downwards.

  • Explain the biases that impact communication and a leader’s decision-making capability.

  • Explore the art of leading upward and sideways.


52) Course Name: Organizational Leadership

Given by: Northwestern University


Learning objectives:

Equip yourself to successfully lead organizations through clarity of purpose and effective collaboration — by building and motivating teams; designing and delivering powerful stories; developing strategies to appropriately influence; understanding underlying customer analytics and applying innovative approaches to deliver impact.

 

53) Course Name: Strategic Leadership and Management

Given by: University of Illinois Urbana-Champaign


Learning objectives:

In Strategic Leadership and Management, you will learn the fundamentals of effectively leading people, teams, and organizations and develop tools to analyze business situations.

 

54) Course Name: Principles of Management

Given by: Johns Hopkins University


Learning objectives:

  • Effectively manage teams

  • Facilitate constructive conflict & coach employees for success

  • Focus team’s work on meeting strategic & project objectives

 

55) Course Name: Inclusive Leadership: The Power of Workplace Diversity

Given by: University of Colorado System


Learning objectives:

  • How to value & respect others to cultivate inclusion.

  • Signature traits of inclusive leaders.

  • Communicate with diverse individuals to achieve goals.

 

56) Course Name: Management Skills for New Managers

Given by: Starweaver


Learning objectives:

  • Overcome obstacles in delegation using the GROW Model.

  • Understand and navigate complex human communication dynamics.

  • Bust performance management myths and build high-performing teams.

  • Deliver a stellar onboarding experience and advocate for the team’s success.

 

57) Course Name: Organizational Behavior: How to Manage People

Given by: IESE Business School


Learning objectives:

· Motivation. In this course segment we will understand the concept of motivation and review various perspectives that will help you understand how we can motivate others. Leadership. In this part of the course, we will analyze the concept of leadership and consider various perspectives and approaches to help shed light on leadership emergence and effectiveness.

· Teamwork. Here we look at team functioning and effectiveness. Using the widely used input—process—output model of team effectiveness, we consider such topics as team diversity, team processes, and team outcomes.

· Culture. Finally, we’ll move to the level of the organization and consider the concept of organizational culture, also touching upon the concept of national culture. We look at the various ways in which culture is expressed and discuss the implications of culture for people within organizations and cross-cultural collaborations.

 

58) Course Name: The Creative Leader

Given by: Johns Hopkins University


Learning objectives:

  • The nature of creative leadership

  • How to assess creative leadership

 

59) Course Name: Managing as a Coach

Given by: University of California, Davis


Learning objectives:

In this course, you will learn what coaching is and learn how to differentiate between it and all of the other myriad roles managers are expected to perform — managing, mentoring, leading, and training. You’ll learn about the importance of strong leadership and learn to describe your current point of view as a leader, and evaluate when to adjust your thinking in order to be more effective in managing and leading in a rapidly evolving workplace. And finally, you’ll be introduced to the Thought Model, a coaching technique you can use to develop better thinkers and better performers. So if you’re ready to learn all about how to be a more effective and valued manager using coaching techniques, join us as we explore more successful management through coaching!

 

60) Course Name: Influencing the Organisation

Given by: Queen Mary University of London


Learning objectives:

· Work across organizational boundaries and engage with a wider group of stakeholders.

· Navigate the realpolitik of their wider organization and understand the importance of engaging with the political dynamic.

· Extend and leverage your networks to be better positioned for the next phase of your career.

· Identify levers for change and how best to utilize these to increase the possibility that your initiatives and programs will be adopted.

 

61) Course Name: Fundamentals of Management

Given by: University of California, Irvine


Learning objectives:

  • Explain the difference between managers and leaders

  • Describe the five functions of management

  • Use the SMART goal-setting technique

  • Understand the power of building a network

 

62) Course Name: Culture-Driven Team Building

Given by: University of Pennsylvania


Learning objectives:

  • Recognize aspects of team culture to maximize team performance.

  • Draw out the collective wisdom of diverse teams and create a team culture of continuous learning.

  • Handle conflict.

  • Establish common ground rules.

 

63) Course Name: Organisational behaviour: Know your people

Given by: Macquarie University


Learning objectives:

  • Explain how individuals may differ across a range of attributes including their personality, values, perceptions, and emotions

  • Analyze the implications of workplace diversity, including challenges and potential benefits

  • Explain the motivational characteristics of work and apply these to job design

  • Analyze the role of team dynamics and composition in the team performance

 

64) Course Name: Effective Communication for Today’s Leader

Given by: Tecnológico de Monterrey


Learning objectives:

  • Understand the importance of communication in people’s lives and thus boost the improvement in our ability to effectively socialize.

  • Apply communication skills to performance feedback and achieve organizational objectives.

  • Identify the concept of communication to clarify its importance.

 

65) Course Name: Negotiation skills: Negotiate and resolve conflict

Given by: Macquarie University


Learning objectives:

  • Critically evaluate conflict theories and apply frameworks and intervention processes to mitigate/reduce the negative effects of conflict at work.

  • Develop and analyze strategies and tactics to undertake both one-on-one, multiparty, and also team-based negotiation processes

  • Evaluate negotiation and conflict resolution processes against criteria informed by negotiation theory and concepts of forces in the negotiation.

 

66) Course Name: Leadership Through Social Influence

Given by: Northwestern University


Learning objectives:

A systematic general framework for analyzing persuasive influence situations. Identify different challenges faced by persuaders and to fashion appropriate strategies for addressing those challenges. The broad goal is to provide learners with not only an extensive persuasion tool kit but also an understanding of how different tools are useful in different situations. Specifically, the course will address four broad topics: strategies for influencing people’s attitudes; strategies for affecting social factors influencing behavior; strategies for affecting people’s perceived ability to undertake the desired behavior; and strategies for inducing people to act on their existing intentions.

 

67) Course Name: Visionary leadership, identity & motivation: Become a meaning maker

Given by: Macquarie University


Learning objectives:

  • Evaluate approaches to influencing and creating meaning at work

  • Evaluate and apply approaches to meaning-making that play a role in aligning employee buy-in of organizational narratives

  • Evaluate, create, and apply strategies to leverage meaning-making through branding

  • Situate discussions of meaning-making within broader social contexts and concerns.

 

68) Course Name: Strategising: Management for Global Competitive Advantage

Given by: Macquarie University


Learning objectives:

  • Analyze how technology and innovation can disrupt and reshape your organization

  • Evaluate the different ways supply chains can effectively meet your customer’s demands

  • Understand the different strategies that your organization can implement to remain competitive

  • Develop your understanding of how organizations can make positive contributions to society while effectively maintaining their bottom line

 

69) Course Name: Managing the Organization

Given by: University of Illinois Urbana-Champaign


Learning objectives:

· Analyze common managerial challenges and develop solutions to these challenges

· Use power effectively and strategically to implement organizational change

· Understand the foundations of organizational culture and decision-making

· Navigate common decision-making pitfalls and ethical challenges

· Apply principles of organization management to common challenges of management

 

70) Course Name: Leadership in the Family Business

Given by: Tecnológico de Monterrey


Learning objectives:

  • Apply strategies, tools, and models to lead and orchestrate the family business

  • Identify and apply the main characteristics that will allow you to be a good business leader

  • Generate entrepreneurial talent within the organization using business leadership

 

71) Course Name: Organisational design: Know your organization

Given by: Macquarie University


Learning objectives:

  • Define the key organizational capabilities required for a firm’s positioning strategy as the anchoring point for leading an organization

  • Assess the degree of alignment between key capabilities and organizational architecture (culture, structure, people practices, systems)

  • Identify the organizational misalignment issues that a leader should prioritize and focus their change plan on

  • Develop and present concrete, suitable, and feasible organizational change recommendations that can resolve organizational misalignment issues

 

72) Course Name: Self-Awareness and the Effective Leader

Given by: Rice University


Learning objectives:

Part of being an effective leader is learning how to play to your strengths and overcome characteristics that don’t lend to good leadership practices. During the course, you will examine your own strengths and learn ways to use them in a leadership role. Learn to manage stress and solve problems creatively.

 

73) Course Name: The Persuasive Leader

Given by: Johns Hopkins University


Learning objectives:

· Define persuasive leadership

· Explain how adaptive leadership, team leadership, and agile leadership underlie persuasive leadership

· Assess the value of persuasive leadership to contemporary organizational leadership

· Apply techniques of persuasive leadership to organizational challenges

 

74) Course Name: Leading from Within

Given by: The University of Notre Dame


Learning objectives:

There is an important difference between leading from without and leading from within the way decisions are made. Those who lead without making moral decisions based on external pressure or the opinions of others rather than based on deeply held personal values and beliefs. When they speak about moral issues they do so without authenticity and inspire doubt rather than confidence in their followers. Those who lead from within have deeply held personal values and beliefs and courageously make decisions based on those convictions. They have a clear sense of purpose in their own lives and inspire a clear sense of purpose and direction in others. This course will provide tools and insights that will help you successfully lead from within at the personal, organizational, and societal levels.

 

75) Course Name: Leading Diverse Teams

Given by: University of California, Irvine


Learning objectives:

This course addresses the leadership skills and competencies that are requisite for leading across cultures in a global business environment. Participants will learn from frameworks, principles, and practices regarding how to leverage their cross-cultural business experiences for greater influence and effectiveness across cultural contexts (teams, organizations, regions, countries, etc.). Participants will develop working knowledge of the Cultural Intelligence (CQ) framework, including the four CQ capabilities (CQ Drive, CQ Knowledge, CQ Strategy, & CQ Action) and their practical applications for the workplace and for global leaders. This course is designed to develop participants’ recognition and understanding of the biases and implicit assumptions about other cultures that often erode value for organizations in global business environments and undermine leadership effectiveness in such contexts. Participants will learn how implicit bias plays a key role in organizations and many decision-making processes driven by global leaders, and how the development of CQ capabilities is critical for limiting implicit bias and its negative impact across global organizations. This course will also address the strategies, practices, and policies for how employees, leaders, teams, and organizations can minimize the negative outcomes of implicit bias.

 

76) Course Name: Management Skills for International Business

Given by: University of London


Learning objectives:

This course focuses on a range of management techniques. You’ll discover the main skills and competencies of effective leaders, and how to distinguish between management and leadership. The course will cover team dynamics, how to build effective relationships, key motivation theories, and how to use communication to the best effect.

 

77) Course Name: Inspiring and Motivating Individuals

Given by: University of Michigan


Learning objectives:

  • Learn how to create a shared vision for your team and effectively communicate it to your teammates.

  • Set effective goals and expectations.

  • Understand the most important needs and drivers of performance across cultures.

 

78) Course Name: The Manager’s Toolkit: A Practical Guide to Managing People at Work

Given by: University of London


Learning objectives:

At the end of the course we hope you will be better equipped to choose a suitable employee, to motivate and appraise your team, to manage conflict in the workplace, and to lead and make decisions on a day-to-day basis.

 

79) Course Name: Introduction to Operations Management

Given by: Wharton, University of Pennsylvania


Learning objectives:

  • You will learn to analyze processes, optimize flow, and manage variability, driving improvements and achieving excellence in operations management.

 

80) Course Name: Conflict Management

Given by: University of California, Irvine


Learning objectives:

Master the fundamentals of conflict resolution, harness the power of positive conflict, and hone your intercultural communication skills. In this Specialization, you’ll learn to strengthen your personal and professional relationships by constructively addressing conflicts between individuals and within organizations. You’ll build skills specifically aimed at managing intercultural conflicts in today’s global society, and you’ll explore how competing interests and goals, power imbalances, and other factors influence the nature of conflict and management strategies.

 

81) Course Name: Organizational Analysis

Given by: Stanford University


Learning objectives:

The course has three goals: to become familiar with a series of real-world organizational phenomena; to learn different theoretical perspectives that can elucidate these phenomena; and to apply these different ways of “seeing” and managing organizations to cases. In such a fashion, the course is designed to actively bridge theory and practice, exposing students to a variety of conceptual tools and ways to negotiate novel situations.

 

82) Course Name: Leading Teams: Building Effective Team Cultures

Given by: University of Illinois Urbana-Champaign


Learning objectives:

In this foundational course, you will immerse yourself in the idea of building effective team cultures. You will explore different facets of team culture that are at the root of effective teams. You’ll learn more about cultures of safety, engagement, and growth so that you can lead your teams toward cultures that facilitate the most effective teamwork.

 

83) Course Name: Designing the Organization

Given by: University of Illinois Urbana-Champaign


Learning objectives:

· Analyze organizations from multiple perspectives to better understand business challenges

· Strategically plan for effective organizational governance

· Develop systems to plan for growth and change

· Understand the implications of the external environment on business and strategically respond to these factors

 

84) Course Name: Strategic Innovation: Managing Innovation Initiatives

Given by: University of Illinois Urbana-Champaign


Learning objectives:

· Analyze innovations and their impact on organizations

· Articulate a research-informed perspective on innovation

· Utilize frameworks, tools, and concepts to address challenges that arise in innovation

 

85) Course Name: Teamwork Skills: Communicating Effectively in Groups

Given by: University of Colorado Boulder


Learning objectives:

  • Recognize how hidden forces of context, systems, institutions, and interactions design affect group interaction

  • Develop decision-making practices to become more creative and innovative

  • Learn how to communicate to resolve or diffuse group conflicts

  • Make better decisions about using technology for group work based on key practical and conceptual considerations

 

86) Course Name: Management Fundamentals

Given by: Wharton, University of Pennsylvania


Learning objectives:

People are the most valuable asset of any business, but they are also the most unpredictable, and the most difficult asset to manage. And although managing people well is critical to the health of any organization, most managers don’t get the training they need to make good management decisions. This course will teach you how to motivate individual performance and design reward systems, how to design jobs and organize work for high performance, how to make good and timely management decisions, and how to design and change your organization’s architecture. By the end of this course, you’ll have developed the skills you need to start motivating, organizing, and rewarding people in your organization so that you can thrive as a business and as a social organization.

 

87) Course Name: Why Smart Executives Fail: Common Mistakes & Warning Signs

Given by: Dartmouth College


Learning objectives:

  • Which mistakes do leaders make most often

  • How to spot the early warning signs of key mistakes

  • How to avoid making these same mistakes in your own life


88) Course Name: The Power of Team Culture

Given by: University of Pennsylvania


Learning objectives:

In this course, you learn how to recognize aspects of team culture of which most people are typically unaware. It is often these seemingly unimportant aspects that have the greatest effect on the outcomes of group tasks. Your recognition of them enables you to form, join, and lead teams more effectively. You also come to appreciate the role of ritual and symbols in the daily operation of teams, as well as in situations of change and crisis. Knowledge of the ideas and information in this class enables you to be a better team player and a more effective team leader.

 

89) Course Name: Decision-Making: Blending Art & Science

Given by: Dartmouth College


Learning objectives:

  • How our brains work and how we make decisions

  • What experience means for decision-making

  • How to identify our emotional biases and overcome them

  • How to put it all together to make better decisions

 

90) Course Name: Building High-Performing Teams

Given by: University of Pennsylvania


Learning objectives:

This course helps you understand the problems that hurt productivity, and gives you tools for creating positive change. This course also guides you through creating the ground rules and structure needed to set your team up for success. You gain the skills to diagnose issues such as conflicts, groupthink, and lack of commitment in your team before they get out of control. The course offers frameworks to adjust team behaviors and get the best performance out of your people. You also understand frequent stumbling blocks for common team types, such as startups and virtual teams, and learn solutions tailored to each one.

 

91) Course Name: Creating a Team Culture of Continuous Learning

Given by: University of Pennsylvania


Learning objectives:

· Understand teams in their larger organizational context

· Diagnose the learning strengths and barriers to learning on teams

· Identify ways to develop a team and group that continually learns and impacts the larger organization positively

· Create an organizational environment that encourages learning and innovation

 

92) Course Name: Cross-Cultural Virtual Spaces and Teams

Given by: University of California, Davis


Learning objectives:

Impact cross-cultural communication between in-person and virtual spaces; thinking about time zones, video conferences, & text-based interactions.

 

93) Course Name: The Strategist’s Challenge

Given by: University of Virginia Darden School Foundation


Learning objectives:

Develop your ability to think strategically, analyze the competitive environment, and recommend firm positioning and value creation

 

94) Course Name: American Contract Law I

Given by: Yale University


Learning objectives:

Formation: how a valid and enforceable contract is created, including concepts such as offer, acceptance, consideration, and promissory estoppel.

 

95) Course Name: Business Analysis Fundamentals

Given by: Microsoft


Learning objectives:

  • Gain an understanding of basic concepts and principles of business analysis.

  • Learn to explain the role of a business analyst within an organization.

  • Identify and analyze business problems and stakeholders in a project.

 

96) Course Name: Types of Conflict

Given by: University of California, Irvine


Learning objectives:

· Identify the different types of conflict

· Illustrate the positive aspects of conflict

· Provide examples of positive ways to deal with conflict

 

97) Course Name: Work Smarter, Not Harder: Time Management for Personal & Professional Productivity

Given by: University of California, Irvine


Learning objectives:

  • Plan effectively to achieve your personal and professional goals

  • Recognize and overcome barriers to successful time management

  • Keep your sense of perspective to prevent and manage crises

  • Manage resources effectively and efficiently

 

98) Course Name: American Contract Law II

Given by: Yale University


Learning objectives:

· Formation defenses: how an otherwise valid contract can be void, including the statute of frauds, mistake, misrepresentation, duress, unconscionability, and illegality.

· Performance: the scope and content of a contractual obligation, including conditions, the duty of good faith, and the impracticability defense.

· Remedies: the available remedies for a breach of contract, including various types of money damages and injunctive relief.

 

99) Course Name: Personality Types at Work

Given by: University of Florida


Learning objectives:

You will create an effective action plan for an employee, team, or organization based on your new knowledge of personality types and create a 360-degree review plan to better identify your strengths and weaknesses. We will get you the skills to rise above the rest!

We will dive deep into the types and teach you how to translate your new knowledge into business success by leveraging personality and emotional intelligence in the workplace — wherever you may be.

 

100) Course Name: Dynamic Public Speaking Specialization

Given by: University of Washington

Learning objectives:

  • Substantially increase your confidence and presence as a dynamic speaker.

  • Develop delivery techniques for voice, movement, and gesture that engage audiences.

  • Prepare effective speeches for various purposes (informative, persuasive, praise), occasions (workplace, special events, etc.), and audiences.

  • Master speechwriting techniques for storytelling, argument, style, topic framing, and discussing evidence.


Conclusion

In today’s rapidly changing world, the ability to learn and adapt is more important than ever. For leaders, lifelong learning is not just a desirable trait; it is a necessity. By staying informed, adaptable, and innovative, leaders can drive organizational success, inspire their teams, and make a lasting impact on the world.



 

Hello, I am Avy-Loren, specializing in strategic business consulting and Executive Advisory services catering to companies worldwide across diverse industries. My expertise lies in collaborating with startups, founders, and public company CEOs, guiding them toward achieving their personal and professional aspirations with a sense of respect and pride. Throughout the past decade, I have actively co-founded three companies and currently serve as a co-founder and COO/CSO of a tech venture. Additionally, I have made investments in early-stage startups as an Angel investor, acted as a consultant and advisor for a prominent US-based VC firm, and mentored countless individuals and startups. I also encourage you to follow me on Medium and share this article with anyone you believe would benefit from its valuable insights. Together, we can overcome obstacles and drive success in the ever-evolving business landscape.


FOLLOW ME ON Medium and….

 
 
 

Comentários

Strategic Consulting & CEO Advisory

Toronto | Montreal | Silicon Valley

New York | London 

info [at] avylorencohen [dot] com

  • LinkedIn Social Icon
  • Twitter Social Icon
  • medium
  • Facebook Social Icon
  • Pinterest Social Icon
  • Instagram Social Icon
  • quora
Podcast

Copyright © 2024 by ALC BUSINESS​ CONSULTING. All Rights Reserved

bottom of page