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Structure an​​d content


Students need to complete seven compulsory modules and one elective. The modules establish the foundations of the four dimensions of leadership development, namely ME-WE-WORK-WORLD, or personal leadership, interpersonal and team leadership, organisational leadership and societal leadership. The optional elective enables students to develop a specific leadership attribute or a more specialised core competence.


MODULE​S – all seven are compulsory

  • Module 1: High-performance Personal Authentic Leadership (14 credits)
  • Module 2: High-impact Leadership and Teaming (10 credits)
  • Module 3: Creating and Leading High-performance Organisational Culture (14 credits)
  • Module 4: Multiculturism, Transformation and Competitiveness (10 credits)
  • Module 5: Strategy as the Art of Execution (14 credits)
  • Module 6: The Role of Business in Society (10 credits)
  • Module 7: Growth and Application of Personal Authentic Leadership (28 credits)


ELECTIV​ES – cho​ose one

  • Negotiation and Conflict Management (20 credits)​
  • Process-oriented Leadership and Systems Dynamics (20 credits)
  • Leaders Coaching Leaders (20 credits)




Mo​dule 1: High-performance Personal Authentic Leadership

This module covers various leadership frameworks to demonstrate leadership diversity. It explores the diversity of leadership roles and competencies, and the contribu­tions to develop high-impact leadership and teaming. It also covers productive contributions and potential aberrant dynamics of diverse leadership styles, and the importance for leaders to undergo a personal leadership values shift. On completion of this module, students will be able to:

  • Understand the context of leadership in the 21st century and use this to assess their own values and worldviews
  • Understand the leadership styles, attributes and com­petencies that enable individuals to identify their own authentic leadership style
  • Understand the necessity for leaders to adopt a positive stance and use positive deviance approaches to develop themselves and others
  • Assess the leadership styles of self and others
  • Facilitate the understanding of self and others to lever­age strengths and developmental opportunities.


Module 2: High-impact Leadership​ and Teaming

This module covers the dynamics of leadership diversity in teams and optimising the diversity of teams to achieve sustainable high performance. It also covers the develop­ment of high-impact leadership and teaming as a corner­stone of sustainable organisational performance and team interaction skills. On completion of this module, students will be able to:

  • Understand how different leadership styles and perspectives affect interpersonal dynamics
  • Assess and understand the drivers of high-impact leadership and teaming
  • Know how to use a team assessment technique to build teams
  • Develop and apply the practices that enhance the impact of diverse leadership teams that contain a diversity of leadership styles and perspectives
  • Identify and leverage team strengths as well as compen­sate for shortcomings
  • Pre-emptively identify potential shortcomings in a team and coach them accordingly
  • Use the collective diversity of teams to assess challenges and allocate appropriate people to appropriate tasks
  • Identify and proactively address behaviours that poten­tially undermine the performance of teams
  • Anticipate and work constructively with team dynamics and development.

Module 3: Creating ​​and Leading High-performance Organisational Culture

This module unpacks the requirements of creating a high-performance organisational culture and offers case studies on organisational leadership interventions that have achieved sustainable transformation in organisations. Organisational status and the development of high-performance organisational transformations programmes are analysed. The evolution of organisational change and development is also covered. On completion of this module, students will be able to:

  • Understand the drivers of a high-performance organisa­tional culture
  • Assess the status of an organisation's culture and deter­mine the extent to which it is conducive to or hinders sustainable high performance
  • Analyse the status of an organisation's values and how these reinforce or hinder sustainable high performance
  • Identify strategic priorities to drive the creation of a high-performance culture that meets the context of specific situations
  • Understand the evolution of organisational culture and how to fit initiatives into the organisational context
  • Develop a change leadership process to drive the suc­cessful creation of a high-performance organisational culture.

Module 4: Multiculturism, Transfor​mation and Competitiveness

This module reviews the research on the successes and failures in transformation. It covers the impact of historic and prevailing socio-economic and political dynamics on leadership and organisations. It looks at how to integrate the imperatives of transformation related to multicultural and class challenges and how this affects the need for sustainable competitiveness. It includes case studies of successful BBBEE transformation. On completion of this module, students will be able to:

  • Understand the context and imperatives of BBBEE and related transformation of attitudes and perceptions
  • Develop and communicate an integrated strategy to motivate the need for transformation that includes BBBEE
  • Comprehend and work with the key dynamics of multi­cultural environments
  • Develop integrated strategies to achieve sustainable transformation and competitiveness
  • Understand the pitfalls and inhibitors of transformation and address these as part of an integrated strategy.

Module 5: Strategy as the Art of Execution     

This module covers multiple frameworks for strategy de­velopment and execution, and the use of strategy to drive execution and alignment across the organisation. It also looks at how to make strategy accessible and concrete to all levels and functions, how to use disciplined processes to optimise successful strategy implementation, and how to build continuous improvement and innovation into strategy execution. On completion of this module, students will be able to:

  • Position strategy execution as a primary driver of continuous improvement, innovation and sustainable competitiveness
  • Integrate the long-term and short-term demands of strategy as well as the effectiveness (doing the right thing) and efficiency (doing the things right) demands
  • Assess the culture of strategy execution and respon­siveness (as opposed to and in addition to strategy as formulation processes)
  • Identify and address typical pitfalls to strategy execution
  • Entrench leadership, managerial and organisational practices and processes to drive strategy execution
  • Use the cycle of Stature-Alignment-Focus-Execution to optimise strategic leadership and execution.


Module 6: The Role of Business i​n Society and in the Environment

This module explores the role of business in society and the challenges that contribute to active citizenship and social development. It looks at the environmental challenges facing society and at the role of organisations in address­ing environmental issues. It also identifies ways in which organisations can entrench eco-friendly practices. On com­pletion of this module, students will be able to:

  • Appreciate the macro-economic environment and the larger context within which organisations have to operate
  • Assess the extent to which the organisation is playing an active role with regard to organisational citizenship
  • Identify opportunities for the organisation to contrib­ute actively and constructively to public life and social development
  • Do a preliminary assessment of the implications of envi­ronmental challenges to organisatins
  • Determine the status of the organisation's awareness and focus on environmental affairs as a strategic priority
  • Develop a draft proposal for the development of an or­ganisational strategy on how to deal with environmental challenges.


Module 7: Growth and A​pplication of Personal Authentic Leadership

This module spans the entire programme. On completion of this module, students will be able to:

  • Define their personal authentic leadership "fingerprint" which provides answers to the following:
    • "Who am I and who could I be as a leader?"
    • "How can I be true to myself as a leader instead of trying to imitate others?"
    • "What can and must I do to become the very best leader I can be?"
    • "How can I contribute to enhance the contribu­tions and leadership capabilities of others?"
    • "How can I contribute to enabling teams to deliver sustainable high performance?"
    • "What can I do to contribute to the creation of a high-performance organisation culture?"
    • "How do I exercise my leadership influence beyond the boundaries of my organisation for the greater good of society?"
  • Focus on defining and leveraging personal styles and strengths as the primary foundation for growing per­sonal leadership impact.
  • Utilise the leadership preference assessments to enhance personal leadership impact.
  • Develop the competencies of the "Leader as Learner" by mastering a range of adult learning practices.
  • Apply reflection as a core competence of leadership.
  • Apply the practice of identifying "personal teachable points of view" by exploring the impact of life stages and experience on personal leadership evolution.
  • Define the full range of practices of leadership and establish an integrated understanding of the related theory.
  • Explore the implications of applying the range of person­al, interpersonal and organisational leadership practices.
  • Utilise 360° feedback to identify and enhance key lead­ership behaviours.
  • Utilise interpersonal and team-based practices to en­hance team performance and collective leadership.
  • Define a personal leadership development programme for the medium term once the diploma has been com­pleted.

Elective 1: Negotiation and Conflict Management​

This elective covers aspects of change: how to understand change, options for change leadership, imperatives for suc­cessful change, why change fails, the role of leadership in change, how to select the most appropriate change leader­ship options, sustaining change, managing change in the long term, and complex processes. It also covers aspects of conflict: sources of conflict, the conflict path, conflict behaviour, conflict management styles, dispute resolu­tion options and dispute systems design. Negotiations and negotiation processes are also included. On completion of this elective, students will be able to:

  • Select and apply the most appropriate change leadership approaches to address the needs of the situation
  • Apply integrated change leadership techniques and processes to drive optimal change initiatives
  • Build change leadership into the day-to-day ways of addressing leadership and organisational challenges
  • Prepare a change leadership roll-out plan for a specific intervention
  • Understand conflict, its origins, manifestations and behaviours
  • Be familiar with a range of dispute settlement options
  • Understand negotiation techniques and processes
  • Have sound knowledge of conflict resolution principles and practices
  • Apply negotiation and conflict resolution practices.


Elective 2: Pro​​​cess-oriented Leadership and Systems Dynamics

This elective covers the dynamics of teams and group processes and the role of polarisation, splitting and sub­limated issues in group interaction. It will show students how to apply process-oriented leadership and facilita­tion techniques to enhance group and team interaction, and how to use conscious and subconscious dynamics to enhance productive interdependence and engagement. On completion of this elective, students will be abl

e to:

  • Understand human systems dynamics and polarisation in groups
  • Recognise and address polarisation in groups or teams
  • Assist conflicted parties to recognise their own contribu­tions to the conflict and how to overcome this
  • Identify underlying and unspoken dynamics and enable them to surface so that they can be addressed
  • Define why meetings and interactions stall or cover the same ground continuously, and find out how to achieve productive movement and progress in groups 
  • Identify biases and prejudice which operate at subliminal levels, and enable groups and individuals to work with them in productive ways to resolve conflict
  • Work with power and rank issues that overtly or covertly inhibit productive group processes
  • Turn power and rank issues into a positive source of interaction and group interaction.

​Elective 3: Lea​ders Coaching Leaders

This elective covers the role of coaching in nurturing and developing the talent of others. It looks at the develop­ment of competencies required by people in leadership and managerial roles to facilitate constructive coach­ing interactions with other people. In addition, it shows students how to apply core coaching competencies to drive constructive performance reviews and the coaching of oth­ers. On completion of this elective, students will be able to:

  • Understand the leader's role as coach
  • Understand and motivate the need for coaching to develop talent
  • Apply the core skills required to coach others, specifically reflective listening, non-directive dialogue, identifying and focusing on strengths, providing the coachee with the capacity to create a personal development programme
  • Differentiate between coaching and mentoring
  • Apply a range of dialogue methods which cover the continuum between mentoring and coaching
  • Assess whether the coachee requires greater focus on mentoring or coaching, and respond accordingly
  • Assess personal coaching and mentoring styles, and adapt where required.