Leadership, Motivation, and Accountability for High Performance Organizations Course
IDLEAD9020

Module 1: Defining Leadership for High Performance

• Make the leap from staff to leader—lead by example and influence, not control.
• Identify sources of power/authority and contrast what managers do vs. what leaders do.
• Build trust with stakeholders and balance technical (task) and human-relations roles.
• Align work with stakeholder needs using strategic customer value analysis.

Module 2: Setting Direction and Tone

• Craft clear mission and vision statements (exercises on pp. 11–13).
• Define/operationalize organizational values to set behavioral expectations (worksheet p. 14).
• Assess and shape culture to promote initiative, innovation, and accountability.
• Lead change with people-first communication and scan PESTLE external forces (pp. 16–18).

Module 3: Leadership Styles

• Build powerful relationships and teams using the seven “Cs”; avoid common management traps.
• Adapt style (autocratic, democratic, laissez-faire) to the situation; reflect with self-assessments.
• Foster creativity and managed risk-taking (brainstorming, SWOT, scenarios).
• Develop emotional intelligence; use DiSC and conflict-style tools to handle difficult personalities (pp. 30–35).

Module 4: Leading with Communications

• Plan audience-centered messages; practice active listening and effective body language.
• Use persuasive Ethos/Logos/Pathos to gain buy-in (diagram p. 42).
• Delegate with SMART expectations and checkpoints; prevent re-delegation.
• Empower others through questions that create ownership and clarity.

Module 5: Accountability

• Define responsibility, ownership, and accountability; connect to GAO Green Book & OMB A-123.
• Set SMART objectives and W-by-X-by-Y-by-Z; measure activity, outputs, and outcomes (Balanced Scorecard p. 49).
• Build an accountable culture using a “Broken Window” policy with clear consequences.
• Practice personal accountability and give/receive clear assignments and feedback.

Module 6: Motivation and Recognition

• Differentiate intrinsic vs. extrinsic motivation and leverage loss/gain dynamics.
• Identify individual motivators to build engagement; avoid one-size-fits-all incentives.
• Design recognition that is specific, meaningful, timely, and sincere.
• Reflect on appreciation practices and their impact on performance.