Leadership Development: Style, Self-Awareness and Team Dynamics

By the end

What you'll build

• Describe the gap between how you intend to lead and how colleagues actually experience you, using evidence you collected rather than self-report alone.
• Ask for feedback using narrow, past-tense, behavioural questions that produce usable answers instead of reassurance.
• Name your default leadership style, the situations it fits, and the specific cost it carries when overused.
• Choose between directive, coaching, collaborative and delegating responses by reading a person's skill and will for a particular task.
• Label your own emotional state precisely and apply a regulation move before responding under pressure.
• Hold empathy and a refusal in the same sentence without using the word that deletes the first half.
• Diagnose a team using psychological safety, turn-taking and status signals rather than personality labels.
• Identify which component of trust — ability, benevolence or integrity — is missing in a specific relationship, and act on that component.
• Ask a peer for something you cannot require, leading with their objective and leaving them a genuine way to refuse.
• Produce a leadership self-portrait and a development plan with three named feedback sources, review dates and a failure condition.

The shape of it

How this course works