Global Leadership Training

Global Leadership Training is an initiative that has been organized by, and is managed through the Office of Professional and Continuing Education (OPCE), a division of University Outreach at Auburn University. This Initiative was established to support the Automotive Manufacturers along the Interstate - 85 Corridor by providing comprehensive training and assistance services from University Outreach.

Benefits of Training

Research shows Team Leaders, Line Managers, Supervisors, and Managers:

  • "Take the lead in establishing a culture" that values behaviors supporting increased work performance
  • "disproportionately impact employee performance and retention"
  • "plays a critical role in organizational success"
  • "directly control a majority of the most effective drivers of employee performance and retention"
  • "ultimately impact employee performance through…direct management of the employee’s work objectives…(and) the environment in which employees carry out their work."
  • "can thereby improve performance through management of the employee’s relationship with the organization."

Companies that Provide Training that:

  • Creates a culture of communication
    • can increase the Intent to Stay (37%)
    • and increase Discretionary Effort of Employees (29%)
  • Improves internal communication and opens communication within the organization
    • can increase the Intent to Stay (38%)
    • and increase overall Performance (29%)
  • Trains Supervisors to provide fair and accurate feedback
    • can have an impact on Performance (39%)
    • and increase Discretionary Effort of Employees by (23%)
  • Clarifies Performance Expectations and Focus on Performance Strengths
    • can have an impact on performance (36%)
  • Advises on Career Development and Provides Job Opportunity Motivators
    • can increase the Intent to Say (37%)
    • and have an impact on Performance (25%)
  • Trains Supervisors to clearly define work objectives
    • can impact performance (32%)
    • and increase the Intent to Stay (36%)
  • Connects work and work products to organizational success
    • can increase Discretionary Effort (30%)
    • and increase Intent to Stay (34%)
  • Improves overall Organizational Culture
    • can have an impact on Performance (29%)
    • and increase the Intent to Stay (27%)

References Cited:

  • Catteeuw, F., Flynn, E., & Vonderhorst, J. (2007, Summer). Employee Engagement: Boosting Productivity in Turbulent Times. Organization Development Journal, 25(2), p. 151.
  • Corporate Leadership Council, Corporate Executive Board. (2005). Managing for High Performance and Retention: An HR Toolkit for Supporting the Line Manager.
  • Harter, J. K., Schmidt, F. L., & Keyes, C. L. (2002). Well-Being in the Workplace and its Relationship to Business Outcomes. In C. L. Keyes, & J. Haidt (Ed.), Flourishing: The Positive Person and the Good Life (pp. 205-224). Washington D.C.: American Psychological Association.
Link to AJIN Website
Link to Daewon Website

Link to Guyoung Website
Link to Hanon Website

Link to Hanwha Website

Link to Mando Website

Link to Rapa Website
Link to Sejin Website

Link to Seohan Website
Link to SL Corporation Website
Link to Wooshin Website
Bill Sauser
Dr. William I. Sauser, Jr.
Joe Collazo
Dr. Joe Collazo
Daniel Yu
Dr. Daniel Yu

For information about this and other training opportunities please contact:

  • Daniel Yu, Ph.D.
    The Office of Professional & Continuing Education at Auburn University
    Office: (334) 844-3107
    Cell: (334) 740-6068
    dyu@auburn.edu

Last Updated: December 18, 2017