Name: Leadership and Management Essentials
Price: 12500 KES

Build the complete leadership toolkit for Kenya's dynamic business environment — from situational leadership and emotional intelligence to performance management, communication and change leadership.

What You Will Learn

✓Apply situational leadership to diverse teams
✓Use EQ to improve team dynamics
✓Design and manage a performance management cycle
✓Give SBI feedback effectively
✓Lead change using Kotter's model
✓Communicate vision to motivate and align teams

Modules

Lessons

20 hours

Duration

🎍 Certificate & NITA Accreditation

On passing the final exam (50 MCQs, 70% pass mark, unlimited retakes) you receive a GLI-branded PDF certificate with QR verification. CCS is NITA-accredited — eligible employers can claim NITA levy reimbursement for this course.

Course Curriculum

3 modules · 6 lessons · Interactive quizzes · Study notes · Practical exercises · Final exam

Module 1: Foundations of Leadership

2 lessons · 95 min · 4 hours

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Lesson 1: Leadership vs Management and Core Theories

45 min · Video + Reading

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Leadership and management are complementary but distinct. Drucker: 'Management is doing things right; leadership is doing the right things.'

Situational Leadership (Hersey & Blanchard)
Match style to follower development level:

D1 (low skill, high motivation) → Directing: clear instructions, close supervision
D2 (some skill, low motivation) → Coaching: explain + involve
D3 (good skill, variable confidence) → Supporting: collaborate, encourage
D4 (high skill, high motivation) → Delegating: hand over accountability

Transformational Leadership
Bass's four I's: Idealised Influence | Inspirational Motivation | Intellectual Stimulation | Individualised Consideration

Ubuntu Leadership
Africa's indigenous philosophy: 'I am because we are.' Collective identity, consensus, communal responsibility.

Leadership Competency Model for Kenya
1. Strategic Clarity — direction-setting
2. Relational Intelligence — trust and cultural navigation
3. Execution Excellence — results with limited resources
4. Ethical Grounding — integrity under pressure
5. Adaptive Resilience — thriving through disruption

Case Study: Equity Bank Kenya
James Mwangi transformed Equity from near-insolvency to Africa's most profitable bank by number of customers — combining transformational vision with Ubuntu-inspired community focus.

Key Concepts

Situational LeadershipTransformational LeadershipUbuntu PhilosophyKenya Leadership Competencies

🌍 Real-World Example

Safaricom's growth required visionary leadership to convince sceptical regulators while building internal capability — a classic D2→D4 leadership journey for the organisation.

💬 Lesson Quiz

1. In Situational Leadership, a D1 follower requires which style?

Delegating Supporting Coaching Directing

2. Ubuntu philosophy emphasises:

Individual achievement Collective identity and communal responsibility Hierarchical authority Technical expertise

3. Transformational leadership includes which of Bass's four I's?

Investigation, Intelligence, Inspiration, Implementation Idealised Influence, Inspirational Motivation, Intellectual Stimulation, Individualised Consideration Initiative, Impact, Integration, Innovation None of the above

4. Drucker's distinction says management is primarily:

Doing the right things Inspiring vision Doing things right Building relationships

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Lesson 2: Emotional Intelligence: The Leader's Superpower

50 min · Video + Reading

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Goleman's research: EQ accounts for 67% of leadership effectiveness — more than IQ and technical skill combined.

Five EQ Components
1. Self-Awareness: Know your emotions in real-time. The foundation of all EQ.
2. Self-Regulation: Manage disruptive impulses. STOP technique: Stop, Take a breath, Observe, Proceed.
3. Motivation: Intrinsic drive beyond external reward. Optimism in setbacks.
4. Empathy: Understanding others' emotional perspective — not sympathy.
5. Social Skills: Managing relationships. Influence, communication, collaboration.

The Johari Window
Open (known to you and others) | Blind Spot (others see, you don't) | Hidden (you know, others don't) | Unknown (neither knows)
Goal: Expand the Open Arena through feedback and disclosure.

Self-Awareness Practices

Daily emotion journaling (5 minutes)
STOP technique throughout the day
Trigger mapping — identify your top 5 triggers and alternative responses
360-degree feedback — most reliable blind spot identification

Case Study
A County Health Director with 52% staff absenteeism listened first — discovered staff felt dehumanised. Implemented weekly huddles, recognition, one-on-ones. Absenteeism dropped to 14% in 18 months. Only thing changed: leadership approach.

Key Concepts

Goleman EQJohari WindowSelf-Awareness PracticesEmpathy vs Sympathy

🌍 Real-World Example

Standard Chartered Kenya's senior leaders complete the EQi-2.0 assessment annually — finding self-awareness coaching produces the highest leadership ROI of any development intervention.

💬 Lesson Quiz

1. Goleman's research found EQ accounts for what % of leadership effectiveness?

25% 45% 67% 89%

2. The STOP technique develops which EQ competency?

Empathy Motivation Self-Regulation Social Skills

3. In the Johari Window, a 'Blind Spot' is:

Something you know but haven't disclosed Something others see about you that you don't Something neither you nor others know Your greatest strength

4. Empathy differs from sympathy in that empathy:

Is stronger than sympathy Involves feeling sorry for someone Means understanding from within another's perspective Is only appropriate in personal contexts

🎞 Module Videos

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Simon Sinek: Why Good Leaders Make You Feel Safe | TED

YouTube · Watch on new tab

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Emotional Intelligence by Daniel Goleman

YouTube · Watch on new tab

📄 Module 1 Study Notes

MODULE 1: LEADERSHIP FOUNDATIONS

Situational Leadership: D1→Directing | D2→Coaching | D3→Supporting | D4→Delegating

EQ Components (Goleman):
1. Self-Awareness — know your emotions
2. Self-Regulation — manage your responses
3. Motivation — inner drive to achieve
4. Empathy — understand others
5. Social Skills — manage relationships

Ubuntu: Collective identity | Communal responsibility
Johari Window: Open | Blind Spot | Hidden | Unknown
Self-Awareness Tools: Journaling | STOP | Trigger Mapping | 360 Feedback

⬇ Download Notes PDF

📝 Practical Exercise

Leadership Style Audit:
1. Assess each direct report using Situational Leadership (D1-D4)
2. Identify the leadership style you should use with each person
3. Rate yourself 1-5 on all 5 Goleman EQ components
4. Identify your weakest EQ component
5. Design a 30-day EQ development plan for that competency

Submit your completed exercise through the LMS dashboard for instructor review.

Module 2: Performance Management Excellence

2 lessons · 100 min · 4 hours

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Lesson 1: Goal Setting: SMART, KPIs and OKRs

50 min · Video + Reading

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Performance begins with clarity. Teams with specific, measurable goals perform 30% better.

SMART Goals
Specific | Measurable | Achievable | Relevant | Time-bound
Before: 'Improve sales'
After: 'Increase monthly revenue from Westlands territory from KES 2.8M to KES 3.5M by 30 June 2026'

KPIs: Leading vs Lagging
Leading KPIs predict future performance: calls made, proposals submitted, training hours
Lagging KPIs measure past outcomes: revenue achieved, NPS score, turnover rate
Best practice: maintain both. Lagging to measure; leading to intervene before results deteriorate.

OKRs (Objectives and Key Results)
Used by Google, Safaricom Digital, leading African NGOs.
Objective: Inspiring, qualitative statement — 'Become the most trusted employer in East Africa'
Key Results: 3-5 specific, measurable proofs:
1. Achieve Great Place to Work certification by December 2026
2. Improve Employee NPS from 28 to 55 by Q4
3. Reduce voluntary turnover from 18% to 10% by year-end
OKR rule: 70% achievement = success (ambitious targets)

Goal Cascading
Organisation → Department → Team → Individual
Each level's goals must be DERIVED from the level above.

GROW Conversation
Goal | Reality | Options | Way forward — co-create goals, don't hand them down

Key Concepts

SMART GoalsLeading vs Lagging KPIsOKR FrameworkGoal CascadingGROW Model

🌍 Real-World Example

M-Pesa product teams use OKRs — aspirational objectives with weekly Key Result tracking — achieving faster innovation cycles than competitors using traditional annual targets.

💬 Lesson Quiz

1. OKR methodology considers 70% achievement as:

Failure — the target was wrong An underperformance requiring investigation Appropriate ambition — the correct target for stretch goals Excellent — above expectations

2. A 'leading' KPI:

Measures results already achieved Predicts future performance and enables early intervention Is only financial in nature Is reviewed annually

3. Goal cascading means individual goals should be:

Identical to organisational goals Set independently of organisational priorities Derived from department and team goals Always financial

4. In the GROW model, 'O' stands for:

Outcome Output Options — possible actions to move forward Objectives

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Lesson 2: Feedback, Appraisals and Managing Underperformance

50 min · Video + Reading

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Continuous feedback outperforms annual reviews. CEB: 66% of employees feel less motivated after their annual review.

The SBI Feedback Model
Situation → Behaviour → Impact
'In yesterday's client meeting [S], when you interrupted the client twice [B], they became disengaged and I believe this contributed to them not signing [I].'
NOT: 'You're always rude to clients.'

The 3-3-3 Weekly Check-In (15 minutes)
1. Three priorities for this week
2. Three wins from last week
3. Three things I need support with
This eliminates 90% of appraisal surprises.

Appraisal Best Practice
Ask for THEIR view before sharing yours | Review with STAR evidence | Spend 50% on development | Co-create next goals | Calibrate ratings across managers

Managing Underperformance: Diagnose First
Root Cause → Right Intervention:
Skill gap → Training and coaching
Knowledge gap → Clarify expectations
Motivation gap → Purpose reconnection
Resource gap → Remove barriers
Personal circumstances → EAP referral

CEDAR for Underperformance
Context | Examples | Diagnosis | Action | Review

Performance Improvement Plans
Must include: Specific standards | Measurable targets | Timeline (30-90 days) | Support provided | Review schedule | Consequences | Both signatures
Required by Kenya Employment Act before any performance-related dismissal.

Key Concepts

SBI Feedback3-3-3 Check-InAppraisal Best PracticeCEDAR ModelPIP Structure

🌍 Real-World Example

KCB Group replaced annual ratings with quarterly OKRs and weekly check-ins — employee engagement rose 18 points in 12 months, managers spending 70% of appraisal time on development.

💬 Lesson Quiz

1. The SBI feedback model uses which structure?

Strengths, Behaviours, Improvements Situation, Behaviour, Impact Standard, Benchmark, Indicator Subject, Background, Intention

2. The 3-3-3 weekly check-in covers:

3 KPIs, 3 risks, 3 opportunities 3 priorities, 3 wins and 3 support needs 3 targets, 3 timelines, 3 teams 3 complaints, 3 compliments, 3 actions

3. Before starting a PIP, a manager should first:

Issue a formal written warning Immediately escalate to HR Accurately diagnose the root cause of underperformance Transfer the employee to another team

4. Under Kenya's Employment Act, dismissal without a documented PIP will likely result in:

Minor administrative findings only A wrongful dismissal finding and compensation award by ELRC No legal consequences A verbal caution to the manager

🎞 Module Videos

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How to Give Feedback That Actually Works | TED

YouTube · Watch on new tab

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OKR Goal Setting: Google's System

YouTube · Watch on new tab

📄 Module 2 Study Notes

⬇ Download Notes PDF

📝 Practical Exercise

Performance System Design:
1. Write 3 SMART goals for your department this quarter
2. Identify 2 leading KPIs and 2 lagging KPIs for your team
3. Convert one goal into OKR format (Objective + 3 Key Results)
4. Write one SBI feedback statement for a recent team interaction
5. Draft a 30-day PIP for a hypothetical underperformer

Submit your completed exercise through the LMS dashboard for instructor review.

Module 3: Communication and Change Leadership

2 lessons · 100 min · 4 hours

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Lesson 1: Communication Frameworks for Leaders

50 min · Video + Reading

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Communication is the medium through which all leadership happens.

The Pyramid Principle
Most managers communicate bottom-up (data → analysis → conclusion).
Leaders communicate top-down: Conclusion first → Supporting arguments (max 3) → Evidence

7 Cs of Communication
Clear | Concise | Concrete | Correct | Coherent | Complete | Courteous

REAL Active Listening
Receive — full attention, no phone
Empathise — acknowledge emotional content
Ask — clarifying questions that deepen understanding
Link — connect to shared goals

Crucial Conversations (Patterson et al.)
1. Start with Heart — what do you really want?
2. Make it Safe — shared purpose, mutual respect
3. STATE your path: Share facts | Tell your story | Ask for their path | Talk tentatively | Encourage testing
4. Explore their path — listen genuinely

Kenya Cross-Cultural Communication
High-context culture: Meaning is in relationship and tone, not just words. An abrupt email can be read as aggression.
Hierarchical deference: Direct criticism upward is uncomfortable — use face-saving approaches.
Relationship before business: Most Kenyan meetings begin with personal connection. Skipping this undermines trust.

Key Concepts

Pyramid Principle7 CsREAL ListeningCrucial ConversationsKenya Cultural Context

🌍 Real-World Example

Standard Chartered Kenya's 'Courageous Conversations' training for all managers directly correlates with team performance and 31% lower voluntary turnover in trained manager teams.

💬 Lesson Quiz

1. The Pyramid Principle recommends starting communication with:

Background context Data and evidence The conclusion or recommendation first An apology or disclaimer

2. In the REAL listening framework, 'E' stands for:

Evaluate Empathise Explore Engage

3. Kenya's workplace culture is primarily:

Low-context — meaning purely in the words spoken High-context — meaning embedded in relationship, tone and context Formal only Exclusively written

4. The Crucial Conversations framework advises 'Start with Heart' means:

Begin with an emotional opening Know what you really want from this conversation before starting Express your feelings openly Start with a compliment

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Lesson 2: Leading Change: Kotter's Model and ADKAR

50 min · Video + Reading

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70% of change programmes fail (McKinsey). The cause is almost always human-side failures, not strategy.

Kotter's 8 Steps
1. Create URGENCY — share the burning platform
2. Build COALITION — authority + expertise + informal influence
3. Form VISION — Why? Where? WIIFM?
4. COMMUNICATE — 7× more than you think needed
5. ENABLE action — remove barriers
6. Generate SHORT-TERM WINS — plan them deliberately
7. SUSTAIN acceleration
8. INSTITUTE change in culture

ADKAR Model
Awareness | Desire | Knowledge | Ability | Reinforcement
Diagnose WHERE individuals are stuck → apply targeted intervention

The Change Curve
Shock → Anger → Bargaining → Depression → Acceptance → Integration
Leader role: Listen (1-2) | Explore (3) | Support+Wins (4) | Celebrate (5-6)

African Change Context
Ubuntu: Frame change as strengthening community
Hierarchical culture: Build genuine buy-in, not just compliance
Relationship: Address the relationship dimension explicitly

Key Concepts

Kotter 8 StepsADKAR FrameworkChange CurveAfrican Change Context

🌍 Real-World Example

KCB Group's 3,000-person Digital Ambassador network (Step 4) was the single most decisive factor in achieving 78% digital adoption — peer influence outperformed all management-led interventions.

💬 Lesson Quiz

1. McKinsey found approximately what percentage of major change programmes fail?

30% 50% 70% 90%

2. In ADKAR, someone who says 'I want to change but I keep making mistakes' is stuck at:

Awareness Desire Knowledge Ability

3. Kotter's most neglected step is often:

Creating urgency Generating short-term wins Building the coalition Forming the vision

4. In African change contexts, top-down mandates typically create:

Genuine commitment and enthusiasm Compliance without genuine commitment Innovation and creativity Strong coalition support

🎞 Module Videos

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How to Speak So People Want to Listen | Julian Treasure | TED

YouTube · Watch on new tab

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Kotter's 8-Step Change Model Explained

YouTube · Watch on new tab

📄 Module 3 Study Notes

⬇ Download Notes PDF

📝 Practical Exercise

Communication and Change Practice:
1. Rewrite a recent email using the Pyramid Principle
2. Script a difficult conversation using the Crucial Conversations STATE framework
3. Identify a current or upcoming change — map it against Kotter's 8 steps
4. Apply ADKAR to 3 team members — at which stage is each? Design targeted interventions
5. Identify 2 African cultural factors that will affect change adoption in your organisation

Submit your completed exercise through the LMS dashboard for instructor review.

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Final Examination

50 MCQs · 70% pass mark · Unlimited retakes · Auto-graded · GLI Certificate issued immediately on passing.

Who Should Take This Course

✦First-time and mid-level managers
✦Team leaders and supervisors
✦HR professionals
✦NGO and government officers
✦Entrepreneurs managing teams

Learning Outcomes

✓Apply situational leadership to diverse teams
✓Use EQ to improve team dynamics
✓Design and manage a performance management cycle
✓Give SBI feedback effectively
✓Lead change using Kotter's model
✓Communicate vision to motivate and align teams

Quick Details

Duration20 hours

Modules3 modules

Lessons6 lessons

LevelProfessional

PriceKES 12,500

Leadership and Management Essentials

What You Will Learn

Course Curriculum

💬 Lesson Quiz

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Who Should Take This Course

Learning Outcomes

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