Comprehensive course analysis
Who should attend
- High-potential leaders on the fast track who are poised and motivated to take on significant managerial responsibility in their organizations
- Mid-level executives with at least 10 years of work experience and a minimum of three to five years of management experience — from any size company, any industry, and any country
- Individuals who are eager, engaged, and inspired to make a positive impact in this program and in their organizations
About the course
Learn to lead with confidence in this rigorous, three-module general management program for executives on the verge of achieving even greater things.
Executive Leadership Development prepares you to analyze critically, lead confidently, and articulate strategically. This comprehensive three-module program includes analysis and action — with an emphasis on the action. The program’s unique structure, with two on-campus modules and one on-the-job module in between, allows you to apply what you learn to real-world business challenges and put new leadership skills into practice.
The carefully-developed curriculum follows Stanford’s MBA Program across three key themes: business acumen, innovation, and leadership. Module one begins on campus with general management fundamentals, and hands-on design thinking. Then, you’ll return to your office to work on a design challenge for your company and develop your leadership style and effectiveness with Stanford’s proprietary 360º leadership assessment. The third module back on campus gives you an opportunity to get feedback on your design challenge and hone your personal leadership skills with one-on-one coaching. Post-program coaching sessions and a 360º reassessment keep you engaged and accountable long after your complete the program.
Over the course of three months, you will work closely with Stanford GSB faculty, and collaborate in small groups with highly motivated global peers to share business challenges, gain relevant insights, and develop a valuable network that extends far beyond the classroom.
Strengthen your management acumen and interpersonal skills to build effective teams and successfully navigate challenges.
- Improve core analytical skills required for approaching business challenges holistically and making better executive decisions.
- Develop greater awareness of your leadership style and how it’s perceived by others.
- Enhance your understanding of the critical interface between execution issues and internal and external strategic challenges to the organization.
- Apply design thinking principles to solve business problems — learn effective ways of designing teams, business operations, change management initiatives, and organizational structures and culture.
- Understand relevant psychological principles needed to create high-performance teams and increase employee motivation.
How do you turn an inflection point in your career into an opportunity? How can you catapult your career to the next level?
Executive Leadership Development won’t give you a specific leadership recipe to follow. But it will teach you how to cook for yourself — strengthening your analytical tools, management acumen, and interpersonal skills.
The program’s format and experiential, multi-disciplinary curriculum follow Stanford’s MBA program across three key themes: business acumen, innovation, and leadership. Over the course of three months and three integrated modules, you’ll learn how to resolve strategic problems, build and motivate effective teams, and drive change in yourself and your organization. Here is a brief overview:
Module 1 (On Campus, Week at Stanford)
- General management fundamentals
- Design thinking
Module 2 (Online)
- Design challenge projects to complete within your organization
- Stanford proprietary 360º leadership assessment
- Self-paced online course on communication
Module 3 (On Campus, Week at Stanford)
- Design challenge project feedback
- Personal leadership skills
- One-on-one coaching
Post-Program Follow-up coaching sessions, 360º reassessment
Below is just a sample of the sessions you’ll experience as part of the program.
Learn design thinking tools and techniques developed at Stanford’s Hasso Plattner Institute of Design, affectionately called “the d.school.” This experiential learning process draws on methods from engineering and design, and combines them with ideas from the arts, tools from the social sciences, and insights from the business world. You will explore mindsets of empathy, rapid prototyping, collaboration, iteration, and feedback. Then, put newfound skills into action to tackle real-world design challenges.
Personal leadership development is a key focus of the program. To enhance your awareness of your leadership style and how it’s perceived by others, we combine classroom learning with Stanford’s proprietary 360º in-depth leadership assessment tool called LEAP (Leadership Evaluation and Action Planning).
LEAP is designed to help you strengthen your leadership skills so you can improve your performance, energize your workplace, and advance your career. It also helps you set priorities and develop a 100-day action plan with one-on-one leadership coaching.
Understanding Competitive Advantage
Many businesses are successful in their markets, but have only a limited understanding of the reasons behind their success. This lack of understanding can be dangerous: Seemingly sensible decisions can turn an organization’s fortunes for the worse. More generally, companies with sustained competitive advantages are ones in which managers throughout the enterprises have a deep understanding of their key success factors.
This session will present a framework for analyzing your business’s basis of competitive advantage, and allow you to consider the implications of different sources of competitive advantage for strategic decision-making.
As a leader, you spend the majority of your time communicating with others: team members, subordinates, and clients. You probably don’t spend much time thinking about the way you communicate, nor are you likely, in a business setting, to get honest feedback about the way you communicate. Yet the quality of your communication largely determines your effectiveness.
This session will help you appreciate the nature and complexity of a specific form of communication — persuasion — and provide guidelines for boosting the strength of a persuasive message. We will draw on specific examples from other organizations to highlight our takeaways.
Strategy Beyond Markets
Most business school classes focus on companies’ interactions with customers, competitors, suppliers, and shareholders in the form of mutually beneficial voluntary exchange transacted in markets. In contrast, these sessions consider businesses’ strategic interactions with comparably important constituents, organizations, and institutions outside of markets.
Strategy beyond markets is a central component of a company’s approach to achieving superior overall performance, and it must be integrated with the company’s market strategy. Examples of topics to be discussed in these sessions include boycotts, activist pressures, regulation, judicial decisions, and political risk, all of which can substantially impact an enterprise’s performance and profitability.
Research Statement Professor Flynn’s research focuses on three topics of interest: (1) How employees can develop healthy patterns of cooperation; (2) How the negative impact of racial and gender stereotyping in the workplace can be mitigated; and (3) How people can emerge as leaders and assume po...
Research Statement Jesper B. Sørensen specializes in the dynamics of organizational and strategic change, and their implications for individuals and their careers. His research on firm outcomes has focused on the impact of organizational structure and culture on organizational learning, performan...
Research Statement William Barnett studies competition among organizations and how organizations and industries evolve globally. He is conducting a large-scale project that seeks to explain why and how some firms grow rapidly in globalizing markets. His prior research includes studies of how stra...
Research Statement Anne Beyer’s research interest is in the area of financial accounting with a focus on corporate disclosure, capital market prices, and corporate governance. Recent work has examined the properties of analyst and management earnings forecasts as well as investors’ reaction to di...
Research Statement Steve Callander’s research interests lie at the intersection of business, politics, and society. As a researcher, he uses the tools of game theory to build models of political and economic institutions (legislatures, bureaucracies, markets, etc.) to understand how they work, ho...
Research Statement Glenn Carroll’s research addresses questions about organizations, strategic management, and industrial evolution. His most recent project studies socially constructed authenticity – how consumers and others value authenticity, how consumers search for authenticity in products a...
Stefanos Zenios is the Investment Group of Santa Barbara Professor of Entrepreneurship and Professor of Operations, Information, and Technology. He is also the faculty codirector of Stanford GSB’s Center for Entrepreneurial Studies. An innovative teacher and researcher, Zenios is the main archite...
Research Statement Baba Shiv's research expertise is in the area of neuroeconomics, with specific emphasis on the role of neural structures related to emotion and motivation in shaping decisions and experiences. His recent work examines the interplay of the brain’s "liking" and "wanting" systems ...
Research Statement Paul Oyer studies the economics of organizations and human resource practices. His work has looked at the use of broad-based stock option plans, how firms use non-cash benefits, how firms respond to limits on their ability to displace workers, and how labor market conditions af...
Research Statement My research is in three main areas: conflict and cooperation, interactive decision making, and hierarchy in groups and organizations. I investigate how individuals and teams make decisions, manage conflicts, and cooperate to achieve joint goals. Research Interests Conflict and...
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Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
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