Duke Leadership Program

Three students

Program Dates

December 07 - 12, 2014

Cost: $9,000

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

The Duke Leadership Program (DLP) is designed to help business professionals reach their leadership potential. This unique program offers a multiple-domain approach and draws on research from many fields, including organizational behavior, sociology, psychology, and political science. The Duke Leadership Program provides insight into your personal leadership style and a framework to develop in an intense and supportive environment.

Please visit the DLP Experience page to learn more about what you can expect in our program.

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



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

The Duke Leadership Program (DLP) provides a framework for understanding and improving your individual leadership style and developing competency in six domains of leadership. Central to the course is a 360-degree assessment that explores your individual leadership style and identifies specific challenges and opportunities. You will work one-on-one with experienced executive coaches to develop a personalized plan for successful leadership that can be implemented immediately.

Sample program schedule: 

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
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:













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.

Personalized Coaching & Action Plan: Each day during the program, you’ll meet with an assigned coach with experience in executive planning and the 360-degree leadership assessment. Based on your results and goals, you’ll create a unique, personalized action plan with short- and long-term objectives. This will allow you to create tactical plans for specific work situations, such as a new assignment or change initiative, as well as a behavioral plan for long term leadership performance.

You'll also learn to:

  • Create and project your vision, values, and expertise
  • Become more intentional and strategic in leadership, 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
Leadership Sessions

"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

Program sessions offer a comprehensive approach to leadership, drawing on research from many fields, including organizational behavior, sociology, psychology, and political science. Sessions include study of:

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

Relational Leadership
Relational Leadership focuses on the followers, specifically how a leader connects interpersonally with followers, and what behaviors a leader needs to exhibit to foster that connection. It also involves communicating a sense of respect for and fairness toward those being led.

Contextual Leadership 
Learn how to provide meaning and a sense of uniqueness to the team. Contextual Leadership involves bringing coherence to the team and simplifying and clarifying complex tasks and procedures. Strong Contextual Leadership will coalesce the team into a coherent, coordinated whole with followers who strongly identity with the team.

Supportive Leadership
Supportive Leadership serves both a protective and developmental function, making followers aware of where they are strong and where they need development. Supportive Leadership involves protecting the team from distractions due to inadequate resources, political interference, or insecurity.

Inspirational Leadership
Good leaders inspire others to extraordinary efforts. The key to Inspirational Leadership is linking today's reality with tomorrow's possibilities. By focusing attention on difficult but important goals, a leader can elicit aspirations, effort, and attainment that surpasses expectations. 

Responsible Leadership
Accepting responsibility is a key ingredient of successful leadership. Effective leaders exhibit, and encourage those they lead, to develop a deep sense of responsibility toward their organization and toward related individuals and institutions within and outside their organization.

Configurational Leadership
Learn how to adapt your leadership style based on various situations, including variables in environment, resources, and team members.

Leadership During Crisis
Leading effectively during a crisis requires inspirational, supportive, and relational leadership. This session expands upon the qualities of leadership that are appropriate in critical circumstances faced by teams. Successful behaviors in a crisis include confidence, focus, and trust.

Leadership Across Divides
How do you deal with trust and conflict issues across digital communication? Using a concept called “place and space,” we explore tactics that build trust among dispersed team members that are divided geographically, culturally, or by gender.

This session discusses dynamics among two or more leaders who share authority and decision making. Leaders can complement or conflict with each other based on their strengths assessed in the Six Domains Leadership Survey.


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.