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Leadership Intelligence

Leadership Intelligence

  • 59500


Leading a team in practice is a challenging component of any veterinary professional's role. Managing people, and processes, requires dedication, self awareness and a commitment to the business. CCG recognises that all great leaders still need coaching from time to time. That's why we've created a stable of contemporary, industry specific leadership topics for you.

Leadership Intelligence is a program combining six modules of learning which also include an Implementation Guide full of activities and tips to engage excellent leadership.

Course access instructions are available from the 'Instructions' tab in the top menu and also supplied in the purchase confirmation email.

The Course:

  • Who should undertake this course? Veterinarians; Practice Managers; Supervisors
  • Nominal course duration: 18 hours
  • Enrollment duration: 12 months
    (Access period begins upon successful redemption of an Access Token)

Course includes:

  • Downloadable course notes for each module
  • Lessons and activities
  • Self assessments
  • Certificate of Achievement
  • 7 x bonus ProSkill Videocast presentations

Continuing Education Points

Australia: The National Industry Advisory Group for Veterinary Nursing has allocated 18 CPD points to this continuing education activity.

Australia: This course is eligible for 8.5 AVA Vet Ed points.

AVN Logo AVA VetEd

Program Modules

1. An Introduction to Leadership

Leadership remains a popular topic in both academic institutions and in the mainstream media. Politicians, world leaders and those in managerial positions are often scrutinised to determine whether they will be a ‘strong leader’. Interestingly, the characteristics of ‘strong leadership’ cannot be so clearly defined. However, debate continues.

2. Leadership Intelligence

As outlined in Module 1, key attributes within any natural born leader include such distinctiveness as values, character, motives, habits, traits, competencies, style, behaviour and skills. Leadership styles and qualities will differ and will be essentially influenced by the core of the personality of the leader. The important mark here however, is that leaders must be role models for others, outwardly displaying high standards of professional and ethical behaviour. Such aspects must be learned as they do not come naturally to all leaders. They must be constantly developed and enhanced. This module is designed with a focus on self-awareness. To improve, we must know where we are in the here and now.

3. Leadership Communication

Adults bring to the workplace their own experiences and knowledge, their own intentions and their own set of patterned behaviours (Eraunt 2000). As such, effective leaders must use flexible communication and behaviour techniques to build relationships with their teams. At the heart of leadership is the ability to communicate effectively. Good leaders facilitate conversations with their team as well as share strategies, policies, objectives and other organisational information.

4. Crucial Conversations & Conflict Resolution

Supervisors spend more than 25% of their time on conflict management, and managers spend more than 18% of their time on relational employee conflicts. This has doubled since the 1980s. Reasons for this include the growing complexity of organisations, use of teams and group decision-making. In interpersonal relations conflict is as natural as breathing. Conflict can happen for many reasons and present in many ways. It is actually avoiding the management of conflict that creates the chaos and confusion in workplaces. Most often, ignoring conflict ultimately leads to low morale and dysfunctional behaviour.

5. Coaching & Performance Management

Performance management is defined as the suite of related human resource processes which are designed to develop, motivate, coach and create quality team members. Ultimately, performance management is about designing a high-performing team, one that makes a significant contribution to the profitability and positive culture in the business.

6. Change & Project Management

Organisations that want to thrive and survive are innovative; therefore, effective change and project management are vital leadership skills. Both project and change management competencies include administrative tasks for planning, documenting, and controlling work and leadership tasks for visioning, motivating, and promoting work goals.


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