Authentic Leadership Training Course

Participants can identify values, triggers, blind spots and behavioural patterns affecting their leadership.

• Johari Window used to compare public, blind, hidden and unknown areas
• Values card-sort method identifies non-negotiables, trade-offs and behavioural commitments
• Trigger mapping links situations, body signals, thoughts, emotions and responses
• 360-degree feedback themes separated from isolated comments and popularity signals
• Reflective practice using Gibbs' cycle: description, feelings, evaluation, analysis, conclusion, action
• Strengths, derailers and shadow behaviours documented in a leadership self-assessment

Participants can convert personal values into defensible decisions and principled leadership action.

• Personal values translated into observable decisions, priorities, boundaries and team norms
• Ethical decision-making applies the PLUS model to difficult leadership choices
• Stakeholder impact mapping tests consequences, duties, rights and fairness
• Conflicts between personal convictions, policy requirements and legitimate authority examined
• Moral courage scripts prepare principled dissent, escalation and constructive challenge
• Consistency audit compares stated values with calendar, budget and recognition decisions

Participants can recognise emotional triggers and choose responses that preserve judgement and relationships.

• Emotional intelligence distinguishes self-management, empathy, social awareness and relationship management
• Name-and-tame technique creates pause between emotional trigger and response
• Emotion labelling improves accuracy when discussing frustration, anxiety, disappointment and anger
• SCARF model identifies status, certainty, autonomy, relatedness and fairness threats
• Window of tolerance guides regulation during pressure, conflict and uncertainty
• Recovery routines protect judgement, presence and behaviour after demanding interactions

Participants can communicate candidly while maintaining appropriate boundaries, accountability and trust.

• Relational transparency balances candour, privacy, role boundaries and audience needs
• Trust Equation examines credibility, reliability, intimacy and self-orientation
• Selective self-disclosure establishes connection without shifting emotional labour onto staff
• Expectations stated through working agreements, decision rights and communication preferences
• Repair conversations address missed commitments, impact, accountability and restitution
• Vulnerability framed as responsible disclosure rather than uncertainty about every decision

Participants can seek contrary evidence, test assumptions and document transparent decision rationale.

• Balanced processing seeks disconfirming evidence before reaching consequential leadership decisions
• Ladder of Inference separates observations, meanings, assumptions, conclusions and actions
• Active listening uses paraphrase, open questions, summarising and accurate silence
• Advocacy-inquiry protocol tests views while inviting challenge and alternative evidence
• Red-team questioning exposes confirmation bias, groupthink and untested operational assumptions
• Decision logs record options, dissent, rationale, owners and review dates

Participants can give, receive and act on feedback during routine and difficult conversations.

• SBI feedback structures observations around situation, behaviour and resulting impact
• Feedforward requests focus on future behaviour, support and measurable commitments
• Difficult messages prepared using facts, impact, request and respectful tone
• Receiving criticism separates useful data from defensiveness, shame and counterattack
• Nonviolent Communication distinguishes observations, feelings, needs and specific requests
• Conflict styles assessed through Thomas-Kilmann modes and situational choice

Participants can use their authority responsibly and create space for diverse voices and challenge.

• Power mapping identifies formal authority, informal influence, dependencies and excluded voices
• Leader positionality examined through identity, privilege, role power and lived experience
• Psychological safety fostered through invitation, response quality and productive fallibility
• Meeting design prevents dominance through round-robin input, written reflection and dissent
• Micro-affirmations reinforce contribution, belonging and equitable access to opportunity
• Bias interruption names patterns, resets criteria and documents fair decisions

Participants can communicate change honestly while addressing uncertainty, resistance and stakeholder concerns.

• Authentic change messages connect organisational rationale, personal conviction and honest uncertainty
• Stakeholder listening maps concerns, losses, questions and sources of resistance
• ADKAR diagnoses awareness, desire, knowledge, ability and reinforcement requirements
• Values-based trade-offs communicated when resources, timelines or outcomes cannot satisfy everyone
• Change sponsor behaviour aligns visible decisions, narratives and resource commitments
• Rumour response separates known facts, unknowns, next steps and ownership

Participants can establish a practical plan for maintaining authentic leadership behaviours after the course.

• Leadership challenge analysis defines stakeholders, context, constraints, risks and desired outcomes
• Personal leadership charter states purpose, values, behaviours, boundaries and accountabilities
• 90-day application plan schedules conversations, habits, feedback and evidence reviews
• Peer accountability arrangements specify check-ins, commitments, challenge and confidential support
• Behavioural indicators track trust, candour, inclusion and decision quality over time
• After-action review captures results, assumptions, emotions, lessons and next commitments