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%)
- 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.
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
Last Updated: December 18, 2017