The Leadership Edge uses a range of highly interactive approaches to help you advance your leadership capabilities, including lectures, group discussions and projects, assessments, networking, and experiential learning. Daily integration sessions ensure that you acquire key concepts and skills and can apply them to your current role.
Select session topics for The Leadership Edge:
- Identifying your preferred leadership and communication styles
- Leading with emotional intelligence
- Building and using your network
- Conducting After-Action Reviews
Who Attends This Program
The Leadership Edge: Strategies for the New Leader is designed for those who have recently transitioned into the broader responsibilities of a leadership role, and for those who anticipate such a transition. This includes newly promoted managers, executives with a technical or scientific background, and entrepreneurs leading their organizations into new phases of growth. Participants represent a wide range of organizations, from multi-nationals to startups, and include for-profit, governmental, and non-profit organizations. Their areas of expertise are diverse, and they come from a variety of industries, regions, and cultures.
To further leverage the value and impact of The Leadership Edge, we encourage companies to send cross-functional teams of executives to Wharton. We offer group enrollment benefits to companies sending four or more participants to this program.
Tuition for Philadelphia programs includes lodging and meals. Prices are subject to change. Contact a member of the Wharton Executive Education Client Relations team for more information on course specifics and to discuss how this program can meet your professional development needs. Please contact them by email or by phone at +1.215.898.1776.
Plan Your Stay
“In my work, you are either on the technical track or the management track. As a tech lead, you only manage your boss and your teammates, other tech people. But as a manager you need to manage people much more and attend to non-technical issues such as project timelines, cross team functions, etc. So leadership takes a broader and non-technical form.
The Leadership Edge used a lot of different approaches to teach us to be effective leaders, to discover our own leadership style, but I loved the role-playing sessions the best. I realized that as a leader I should be facilitating more, encouraging and inspiring the people in my team to participate and bring their best game. After all, that was the true strength of the team and that was how we would succeed. That was quite an unexpected personal insight. For me, the role-playing somehow made the learning much more real. And so the realization that came off it had longer lasting effect.
Another brilliant aspect of the program was the communication portion. Not only do you realize what kind of person you are — direct, systematic — you also learn how to figure out what kind of person others are. When you know others’ communication style, you become tolerant of things, can make the conversation more effective. How to read expressions, reading to see if people are getting bored. You can steer yourself on your visual cues. These are definitely great takeaways for anybody in the professional world.
By far, the best part of the program was the people. At the first breakfast I sat down with participants who were Special Ops, Navy Seal, and ex-CIA agents. I only see these kinds of people in the movies! They have a different outlook, perspective.
Though I wasn’t sure how the program would apply to my current job, I find myself applying the communication tools, the managing peers skills that I learned. As long as we’re working with people, we have the opportunity to lead people.”
— Joy Ghosh, PhD, senior member of technical staff at VMware, Palo Alto, Calif.