SAL-INSEAD Legal Leadership Programme 2024
CPD Points : 15.5 TBC
18 April 2024
8.00am - 8.30am: Registration
8.30am - 9.00am: Programme Introduction
9.00am - 1.00pm: Leadership Challenges and Transitions
2.00pm - 6.00pm: Team Dynamics and Team Decision Making
19 April 2024
8.00am - 8.30am: Registration
8.30am - 12.30pm: Leadership Decision-Making
2.00pm - 6.00pm: Leading Organisational Change
Leadership Challenges and Transitions
We start the programme with an introduction session to make sure everyone is aligned on ‘Why are we here and what can we expect”? We will also discuss the different roles or ‘personas’ participants may have as they come into the programme. Through the discussion of key leadership challenges that participants experience, we can tailor the rest of the sessions based on participants’ needs. After the introduction, we will begin addressing the challenge of transitioning to leadership roles — individually and in one’s organization. Leading effectively requires the capacity to “grow” with one’s organization, adapt flexibly to the changing demands of the company and its task environment, and continue to develop and learn. Importantly, it requires one to master the psychology of power in leadership— the ability to navigate organizational landscapes and lead without formal authority. The ability to do so will help leaders generate value for the organization, their teams, and themselves. We will also discuss about positive workplace culture. How do legal leaders develop a culture that fosters personal and professional growth and psychological safety. Another prevalent issue leaders face today, which we will explore, is how to mentor and lead younger team members (e.g. Gen-Z). Understand their psychology and motivations will help leaders better manage and nurture such talent.
Team Dynamics and Team Decision Making
Alone we can do so little; together we can do so much. - Helen Keller
The ability to lead teams and collaborate across business units is fundamental for leaders. Leaders need to be able to draw on the expertise, experience, and insights from diverse individuals to find cutting-edge solutions to overcome the complex challenges in today’s business world. It involves being able to find ways to make teams with diverse expertise work effectively by minimizing interpersonal conflict while simultaneously leveraging the abilities and opinions of the team and its members. Accomplishing both requires that we develop the ability to deal with both the content and the process of collaborative teamwork, and to navigate the difficulties that working in intense work groups inevitably entails.
In this session we will use a team decision-making exercise as a basis for allowing us to explore how groups that are made up of individuals from diverse functions, expertise and backgrounds typically function, and what are some of the common pitfalls of working in such collaborative group situations. This will lead to a discussion on strategies and techniques for optimizing group performance, how to empower others in your group, how to lead by example, and how to align individual and group objectives.
To make complex decision through ambiguity, leaders need to engage in critical thinking to make sure that the data they are using is relevant and of high quality. Doing so is particularly challenging when projects are characterized by uncertainty about how to make decisions. Leaders often underperform when they must solve complex problems that deal with ambiguity, uncertainty, andrisk. Facing such situations causes several predictable problems, including ignoring quality indicators of data, using incomplete or missing data to make decisions, make decisions on data which are easier to remember (but not necessarily correct), or make decisions without confidence (or too much confidence).
This session will build on our previous session by addressing how leaders can avoid these problems as they are trying to make the best decisions to lead and navigate an ecosystem with different stakeholders. To evaluate how we do this, we will first complete a decision-making exercise. We will then use this exercies to discuss predictable problems when making decisions under uncertainty and incomplete information, and how leaders can achieve their goals by creating a process that helps them structure the decision-making process. In doing so, we will focus specifically on the role that biases play in our decision making and how to eliminate these.
|Andy J. Yap
Professor of Organisational Behaviour
Academic Director, INSEAD Centre for Organisational Research
Andy Yap is an Associate Professor of Organisational Behaviour at INSEAD. Professor Yap holds a PhD and MPhil in Management from Columbia Business School, and a BSSc with Honours in Psychology from the National University of Singapore. Before joining INSEAD, Professor Yap was a faculty at the Sloan School of Management, Massachusetts Institute of Technology.
At INSEAD, Professor Yap teaches in a variety of programs including Executive Education, MBA, EMBA, and PhD. His teaching and consulting expertise includes Leadership, Leadership Communication, Executive Presence, Leading High-Impact Teams, Strategy Execution & Organizational Change, Power And Politics, and Managerial Negotiation. At MIT, Professor Yap taught the graduate/undergraduate course on Managerial Psychology and the core leadership MBA course on Organizational Processes. Andy Yap is directing the Executive Presence and Influence (EPI) programme.
Professor Yap is a social and organizational psychologist. His research program focuses on three overarching areas: (1) Signals of social status and its consequences, (2) The impact of hierarchy on person perception, and (3) How dimensions of social hierarchy affect important organisational outcomes (e.g. prosocial behaviour, subjective well-being, stress, organisational commitment and career decisions). Professor Yap’s work has important implications for how organisations can be structured to promote a workforce that is productive, motivated, and socially responsible.
Professor Yap's research has been published in leading academic journals including Psychological Science, Proceedings of the National Academy of Sciences, Journal of Applied Psychology, Journal of Consumer Research, Journal of Experimental Social Psychology, and Personality and Social Psychology Bulletin, as well as leading practitioner journals such as Harvard Business Review. His work has also been featured across a range of international media outlets including TIME, The New York Times, The Wall Street Journal, CNN, BBC, The Atlantic, Financial Times, NHK (Japan Broadcasting Corp.), The Business Times (Singapore), The Straits Times (Singapore) and the US National Public Radio.
Professor Yap has been recognized with academic and teaching honours such as the American Psychological Association Early Graduate Student Researcher Award, the Donald C. Hambrick Award from Columbia Business School, nomination for the Best Teacher Award in the MBA program at INSEAD, and several other conference awards in Psychology, Marketing, and Management.
Participants who wish to obtain CPD Points must comply strictly with the Attendance Policy set out in the CPD Guidelines. For this activity, participants are reminded to sign in on arrival and sign out at the conclusion of each day of the event in the manner required by the organiser. Participants must not be absent from each day of the event for more than 15 minutes. Participants who do not comply with the Attendance Policy on any particular day of the event will not be able to obtain CPD Points for that day. Please refer to http://www.sileCPDcentre.sg for more information.