The Dubai Duke Leadership Workshop 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 effectiveness and identifies specific challenges and opportunities.

Sample program schedule: 

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

Action Planning:  During the program, you'll create a tactical plan for specific work situations, such as a new assignment or change initiative, as well as a behavioral plan for long term leadership performance.  After the program, you'll complete a 360-degree assessment, which will allow you to evaluate your strengths and weaknesses and enable you to create a unique, personalized action plan with short- and long-term objectives.

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

Program sessions offer a comprehensive approach to leadership, drawing on research from many fields, including organizational behavior, sociology, psychology, and political science. The model builds off your innate strengths to develop solid leadership behaviors.

Personal Leadership
Personal Leadership involves conveying a sense of authenticity. It also involves demonstrating that you have the capability to lead and the skills, expertise, values, creativity, and engagement to drive the group to success. This 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 and what behaviors are needed to foster that connection. Leaders learn to communicate a sense of respect and fairness to those being led.

Contextual Leadership 
Contextual Leadership shows you how to provide meaning and a sense of uniqueness to the team by simplifying and clarifying complex tasks and procedures. Strong Contextual Leadership coalesces 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, where followers become aware of their strengths and weaknesses. Leaders learn to protect the team from distractions due to inadequate resources, political interference, or insecurity.

Inspirational Leadership
Good leaders inspire others to extraordinary efforts by linking today's reality with tomorrow's possibilities. With Inspirational Leadership, a leader can elicit a team effort that surpasses expectations. 

Responsible Leadership
Effective leaders exhibit and encourage those they lead to develop a deep sense of responsibility toward their organization, related individuals and outside institutions.

Leadership During Crisis
To lead effectively during a crisis requires inspirational, supportive, and relational leadership skills. Learn to bring together these techniques while exuding confidence, focus and trust.

Co-leadership
Discuss the dynamics between two or more leaders who share authority and decision making within the same team. Leaders either complement or conflict with each other based on their strengths assessed in the Six Domains Leadership Survey.

Sim Sitkin is Professor of Management and founding Faculty Director of the Center on Leadership and Ethics at the Fuqua School of Business, Duke University. Previously at Duke, he served as Area Head for the Management and Organizations Department and Faculty Director of Fuqua’s Health Sector Management Program. Sim has also been Academic Director at Duke Corporate Education and on the faculty of the University of Texas at Austin and the Free University of Amsterdam. He is a Founding Partner of Delta Leadership, Inc. He was elected a Fellow of the Academy of Management in 2010.

Professor Sitkin’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, M&A processes, and innovation. His research has appeared in such publications as Organization Science, Academy of Management Review, Academy of Management Journal, Administrative Science Quarterly, and Harvard Business Review. His most recent book is Organizational Control (with Laura Cardinal and Katinka Bijlsma-Frankema), was published in 2010 by Cambridge University Press. 

He has served in editorial roles for leading journals, editorial boards, and agency review panels in the U.S., Canada, and Australia and on the board of directors of the Society of Organizational Learning and the Center for the Public Domain. He is the Deputy Editor of Behavioral Science and Policy, Consulting Editor of Science You Can Use, Advisory Board Member of the Journal of Trust Research, having previously served on the Board of Governors of the Academy of Management, as Senior Editor of Organization Science, and as Associate Editor of the Journal of Organizational Behavior.  

He has extensive consulting and executive education experience with many large and small corporations, non-profit and government organizations worldwide. 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 large and small corporations, and nonprofit and government 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. Dept of Justice, and Xerox Corporation.

Before joining the faculty of Duke University in 1994, Sim was on the faculty of the University of Texas at Austin and has been 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 over ten years in a variety of executive roles with responsibility for planning, information technology, financial administration, and research in consulting, non-profit, and government organizations.