Duke Leadership Program

Three students

Program Dates

February 08 - 13, 2015

Cost: $9,000

October 11 - 16, 2015

Cost: $9,000

December 06 - 11, 2015

Cost: $9,000

Project Management Institute

Related Information

Great Leaders Aren't Born. They're Made.

The Duke Leadership Program (DLP) provides a framework for understanding and improving your individual leadership style and developing competency in six domains of leadership. The program draws on research in organizational behavior, sociology, psychology, and political science and incorporates a 360-degree personal assessment that explores how you lead, and identifies your challenges and opportunities. Throughout the week and after the program you'll work one-on-one with an experienced executive coach to develop a customized leadership plan that can be implemented immediately.

Would a management program be better for you? Visit our comparison page to find out.



Executive Education - Duke Leadership Program activity
Learning how to lead (or follow) when you can’t see how your team is progressing toward an objective.

The Duke Leadership Program breaks down the act of leadership into easily digestible scenarios. During the 5-day program you will start to see the interplay of each domain and how they build on one another to make you an effective leader. During DLP you'll learn how to:

  • Create and project your vision, values, and expertise.
  • Make your leadership style more intentional and strategic, as opposed to relying on intuition alone.
  • Build coherence by clarifying roles, rules, and processes.
  • Serve as a source of optimism and enthusiasm while eliciting excellence and innovation.
  • Provide the resources and support to encourage savvy risk taking.
  • Infuse responsibility, ethical actions, and balance in an organizational setting.
  • Recognize ways to lead effectively under a variety of conditions/circumstances.
  • Lead during times of change including crises and mergers.
  • Create an effective leadership team.
Format & Schedule

Executive Eduction - Duke Leadership Program activity
Participants explore the nuances of leadership through a hands-on group activity.

A Unique Leadership Model

At the foundation of the Duke Leadership Program is the six domains of leadership model developed by Fuqua faculty members Sim Sitkin and Allan Lind. It provides a framework for talking about and teaching leadership, and provides instruction on how, beginning with your innate strengths, you can develop solid and enduring leadership behaviors.

360-degree Assessment

Prior to attending the program, you and those you work with will have an opportunity to complete a 360-degree assessment that explores your individual leadership style and identifies specific challenges and opportunities.

Intensive Coaching

Every day you'll meet with an assigned coach experienced in executive planning and the 360-degree leadership assessment. Based on your assessment results and goals, you'll build a unique, personalized action plan with short- and long-term objectives. You'll then create strategies for specific work situations, such as a new assignment or change initiative, as well as a behavioral plan for long term leadership performance.

View a sample schedule below:

Sunday Monday Tuesday
  6:45 - 8 am
6:45 - 8 am
  8 am - 12:30 pm
Personal & Relational Leadership
8 am - 12 pm
Contextual Leadership
  12:30 - 1:30 pm
Lunch & Team Leadership Action Design Planning
12 - 1 pm
  1:30 - 3 pm
Application: Experiential Exercises
1 - 5 pm
Inspirational & Supportive Leadership
  3 - 3:30 pm
Six Domains Leadership Survey Introduction & Feedback
5:15 & 6:15 pm
Shuttles to Duke bookstore (optional)
6 - 7:30 pm
Introduction to Program
3:30 - 6:45 pm
Coaching, Leadership Action Designs & Six Domains Leadership Survey Review
5 - 7:15 pm
Coaching, Leadership Action Designs & Six Domains Leadership Survey Review
7:30 - 9 pm
Dinner & Reception
6 - 7:45 pm
6 - 8 pm
9 pm
Individual & Team Assignments: Leadership Action Design Planning
7:45 pm
Individual & Team Assignments: Dead Poets; Six Domains Leadership Survey Analysis, Leadership Action Design & Personal Development Plan
8 pm
Individual & Team Assignments: Cross-Border Enterprise
Wednesday Thursday Friday
6:45 - 8 am
6:45 - 8 am
6:45 - 8 am
8 - 10:30 am
Leadership Action Design Discussion
8 - 10 am
Leading Change
8 - 10:30 am
Co-Leadership and Leadership Teams
10:30 am - 12 pm
Responsible Leadership
10 am - 12 pm
Leadership During Crisis
10:30 - 11 am
Integration and Program Close
12 - 1 pm
12 - 1:30 pm
11:30 am - 1 pm
1- 2 pm
Screening of South Pole Explorers Video Case
1:30 - 2:30 pm
Leadership Action Design Reviews
2:15 - 4:15 pm
Configurational Leadership
2:30 - 4 pm
Leadership Across Divides
4:30 - 6:45 pm
Coaching, Leadership Action Designs & Six Domains Leadership Survey Review
4 - 6 pm
Coaching, Leadership Action Designs & Six Domains Leadership Survey Review
6 - 8 pm
6:30 - 9 pm
Celebration Dinner
7:30 pm
Individual & Team Assignments
Leadership Scenarios

"The week in the Duke Leadership Program was one of the best I have had in a very long time. The training provided will pay dividends and everything about this program was absolutely first rate. It made a significant contribution in advancing my leadership skills, and therefore contributed to the security of this country, and for that I simply want to say 'Thank You.'"

— Daniel McQuaid
Area Director, Asia Pacific, Office of Global Strategies, TSA

Real Leadership

The Six Domains Leadership Model addresses the full range of skills that are needed to exercise strong leadership and covers the breadth of different leadership scenarios.

Personal Leadership - Building a leadership persona from your own personality and values

Personal Leadership conveys a sense of authenticity. It also demonstrates that you have the capability to lead—the skills, expertise, values, creativity, and engagement to drive your group to success. Effective personal leadership enhances your credibility, and invites others to accept your ideas and direction.

Relational Leadership - Forging sound relationships with those you lead

Relational Leadership focuses on your followers, specifically how you connect interpersonally with them, and what behaviors you need to foster that connection. It also involves communicating a sense of respect for and fairness toward those you lead.

Contextual Leadership - Providing coherence and team identity

Contextual Leadership teaches you how to provide meaning and a sense of uniqueness to your team. You'll learn how to bring coherence to your team members and clarify complex tasks and procedures. As a result, your followers will strongly identity with the team.

Supportive Leadership - Protecting your people

Supportive Leadership serves a protective and developmental function. It makes your followers aware of their strengths and where they need further development. It also involves protecting your team from distractions due to inadequate resources, political interference, or insecurity.

Inspirational Leadership - Motivating exceptional effort

Inspirational Leadership is linking today's reality with tomorrow's possibilities. By focusing attention on difficult but important goals, you'll learn to elicit aspirations and effort that surpasses expectations.

Responsible Leadership - Ensuring your leadership is balanced and ethical

Accepting responsibility is a key ingredient of successful leadership. You'll learn how to exhibit, and encourage those you lead, to develop a deep sense of responsibility toward their organization and toward individuals and institutions within and outside their organization.

Configurational Leadership - Adapting your leadership style

Configurational Leadership teaches you how to adapt your leadership style to different situations, including variations in your environment, resources, and team members.

Leadership During Crisis - Combining different leadership models in times of crisis

Leading during a crisis requires you to draw on inspirational, supportive, and relational leadership skills. This session expands upon the leadership qualities that are appropriate in critical circumstances, including confidence, focus, and trust.

Leadership Across Divides - Leading virtually

Leadership across divides answers the question, "How do you deal with trust and conflict issues across digital communication?" Using a concept called "place and space," you'll explore tactics that build trust with the opposite gender and team members that are geographically dispersed and culturally different.

Co-leadership - Sharing leadership authority

Co-leadership is when you share authority and decision making with one or more other leaders. Learn how you can complement or conflict with your co-leaders based on strengths assessed in the Six Domains Leadership Survey.

Who Should Attend

"The Duke Leadership Program was the springboard which launched my career into the clouds! Shortly after completion I became the Global IS & Marketing Manager for my former employer, traveling the world to establish a new web-based CRM system. This marked company history by becoming the first unified IT platform worldwide. I could not have successfully navigated various cultures, led cross functional teams or overcome challenges without the Duke Leadership Program. The lessons learned, doors of opportunities opened, and successes accomplished are a direct result of my new leadership style adopted from the program."

— Aniqa Tariq
Senior Consultant
Bluewolf, New York, NY

The Duke Leadership Program is ideal for anyone with current or anticipated leadership responsibilities, ranging from high-level executives and managers; managers expecting to take on leadership roles; and those who are not in management positions but are expected to lead and influence others in the course of their work.

Past attendees have hailed from a variety of organizations including:













Sim Sitkin

Sim Sitkin holds appointments as Professor of Management, Founding Faculty Director of the Center on Leadership and Ethics, and Director of the Center for Organizational Research at The Fuqua School of Business.

Areas of Interest: Sim’s research focuses on leadership and control systems and their influence on how organizations and their members become more or less capable of change and innovation. He is widely known for his research on the effect of formal and informal organizational control systems and leadership on risk taking, accountability, trust, learning from failure, M&A processes, and innovation. He has published more than 80 books, book chapters, and academic and practitioner journal articles. His forthcoming Cambridge University Press book, Control in Organizations: New Directions in Theory and Research, is co-edited with Laura Cardinal and Katinka Bijlsma-Frankema.

Sim has extensive, worldwide consulting and executive education experience with many large and small corporations, non-profit, and government organizations. In this work, he has focused on strategic leadership, leading and managing change (including mergers and acquisitions), organizational learning and knowledge management, and the design of organizational control systems. He has worked with a number of organizations concerned with education, employment, and social services including ABB, Alcoa, American Airlines, Areva, Baker Tilly, bioMerieux, Carolina Power & Light, Cisco Systems, Compaq Computer, Corning, Credit Suisse First Boston, Deutschebank, Duke Medical Center, Ericsson, Glaxo, Hart Graphics, IBM, La Quinta, Maxcor, Omgeo, PricewaterhouseCoopers, Red Hat Software, R.H. Donnelley, Siemens, URS, U.S. Depts of Justice and Homeland Security (CIA, DEA, FBI TSA, and US Marshalls Service), and Xerox Corporation.

Education & Experience: Before joining the faculty of Duke University in 1994, Sim was on the faculty of the University of Texas at Austin and was a visiting scholar at Carnegie Mellon University, Massachusetts Institute of Technology, Stanford University, Xerox Palo Alto Research Center, and the University of Queensland. Prior to obtaining his PhD in organizational behavior from Stanford University, Sim spent more than 10 years in a variety of executive roles with responsibility for planning, information technology, financial administration, and research in consulting, non-profit, and government organizations. Previously at Duke, Sim served as Area Head of the Management and Organizations Area, Academic Director at Duke Corporate Education and Director of the Health Sector Management Program. Sim is a Founding Partner of Delta Leadership, Inc. and holds an appointment as Professor of Organization Science at the Free University of Amsterdam, where he is a Fellow in the Centre of Comparative Social Studies.

Allan Lind

E. Allan Lind is the James L. Vincent Professor of Leadership at the Fuqua School of Business. Allan's teaching interests center on leadership and global management issues. He teaches courses on managerial effectiveness, leadership, e-management, and ethics in Fuqua's on-site and distance-mediated programs, and he has taught executive education in areas of personal leadership, virtual teams, change management, power and politics, and decision-making.

Areas of Interest: His research interests include the study of leadership, organizational fairness, business relationships, organizational behavior, and conflict management, with special emphasis on culture and on national differences and similarities in effective management practices. In particular, he studies how leaders and managers can enhance the development of loyalty and trust, the acceptance of organizational authority and the resolution of disputes. Allan's consulting and professional experiences include work with Siemens, bioMerieux, Areva, URS-Washington Division, Deutsche Bank, Glaxo Smith Kline, Micron Technologies, and the U.S. Federal Judiciary. He has also worked with the U.S. Department of Health and Human Services, the Department of Defense, NATO and the U.S. Army and Air Force on management issues.

Education & Experience: He received his PhD and MA from the University of North Carolina. Prior to joining the Duke faculty in 1996, he taught on the psychology faculties of the University of New Hampshire and the University of Illinois at Urbana-Champaign and was a researcher at the U.S. Federal Judicial Center, the American Bar Foundation, and the RAND Corporation. He has held visiting professorships at Leiden University in the Netherlands, the University of California Berkeley, and Auckland University in New Zealand.