The tremendous progress in the science of strategy in recent years is due to the innovative ideas presented by managers to increase the competitiveness of their organizations from the point of view of customers, shareholders, employees, and society in general. It also refers to the efforts of researchers and experts who track and monitor the strategic moves of the leading organizations and then try to apply them in practice and organize them in a way that can be benefited from in the orientalization of the future and its challenges, setting and motivating events to meet these challenges and new global transformations, and even achieve the targeted qualitative shift for business enterprises, as the strategic leadership based on science Modern data is what contributes to the creation of leading administrators who are able to lead their work team and institutions towards achieving productivity and providing better services in the short and long term. It also contributes to the continuity of quality in providing service to the public with strength and competitive ability at all times.

Who should attend? 

• Managers at the middle and upper management levels.
• Heads and members of departments and candidates for those jobs working in sovereign bodies.
• Officials and those concerned with the policies of government and private bodies and ministries.

How attendees will benefit? 

After completion of the course, delegates will be able to: 

• Recognize the multiple styles of leadership, the leader, the work team, and the investment of individuals.
• Understand, analyze, evaluate and apply contemporary theories and trends in the areas of individual and group leadership.
• Recognize creative ways to solve problems related to the field of work.
• Practicing leadership administrative work in accordance with modern leadership theories and different leadership styles.
• Mechanisms and means of influencing leaders.
• Dealing with individuals in an appropriate manner according to their social, cultural and political orientations.
• Forming support teams and managing them efficiently.
• Full understanding of the theories of psychology, in particular Maslow's hierarchy of human needs, which is a basis for understanding human relationships, motivating individuals, and managing individuals.

• Leadership strategies and the characteristics of the modern leader and their investment in human resource management:
  • Different leadership styles.
  • How to choose an appropriate leadership style.
  • Characteristics of a situational leader.
  • Modern knowledge and skills required for situational leadership.
• Situational leadership and its administrative requirements:
  • Coordination of the prevailing values ​​and convictions in society and their relationship to the effectiveness of situational leadership.
  • Work behaviors and direction of effective situational leadership.
  • Situational factors affecting leadership and its requirements.
  • The degree of maturity of subordinates and the leadership styles that they require.
• Patterns of leadership models and their investment in working with human resources:
  • Fiddler Theory
  • House and Evans model.
  • The Froome and Yaton model.
  • Path Goal Theory
  • The managerial grid theory
  • Maslow's theory and its practical applications.
• Laws of Power for Managers of Power, Money and Social Relations:
  • The first law, throwing ashes in the eyes.
  • The second law, let others depend on you.
  • Law Three: Don't steal the spotlight from your boss.
  • Fourth Law, Preserve Your Reputation.
  • Fifth Law: Attract attention at all costs.
  • The sixth law: addresses the interests of the people, not their feelings.
• Arts and Skills in Strategic Leadership for Human Resources:
  • Modern technologies in issuing instructions and orders.
  • Collaboration techniques with other leaders.
  • Techniques of self-enhancement and development of leadership skills.
  • The arts of delegating authority and developing leadership and administrative skills.
  • The impact of situational factors on the leader's reasons for making decisions. Participation in leadership model.
  • Recent trends in motivation, reward and encouragement.
  • Techniques for analyzing problems and acting in crises according to emergency changes.
  • The impact of working conditions on the effective leadership style.
  • Strategic leadership in changing the reality of work.
• Staff :
  • Strategies for building an effective team with high performance and its norms.
  • Technology of work and dependency relations.
  • Self-leadership of the team.
  • Stages of social normalization.
  • Evaluate and develop the team's performance.