Posts Tagged ‘leadership’

London Business School is inviting applications for Sloan Masters Scholarships

March 8, 2016 Leave a comment

London Business School is inviting applications for Sloan Masters Scholarships. These scholarships are open to all self-funding candidates for the Sloan MSc (masters) programme.

At London Business School, they strive to have a profound impact on the way the world does business. Their communal spirit creates an environment where they support and inspire, helping people achieve their fullest potential.

London Business School is one of the world’s elite business schools. They shape business practice and transform careers across the globe. Their academic strength drives original and provocative business thinking, empowering our people to challenge conventional wisdom in a truly unique academic environment.

University accepts undergraduate degrees in any subject area, with a grade equivalent to a UK First or 2:1 / GPA 3.5 and above.

Course Level: Scholarship is open to all self-funding candidates for the Sloan MSc (masters) progarmme.

Study Subject: Scholarship is available in the field of Leadership and Strategy.

List of Subjects: Leadership and Strategy

Scholarship Award
50th Anniversary Scholarship: A scholarship awarding 100% of tuition fees for the Sloan programme.
Sloan Awards: The awards are between £5,000 and £10,000 in the form of tuition remission
Sloan MSc Women’s Scholarship: A scholarship awarding up to 50% of tuition fees for the Sloan programme.
Sloan Alumni Scholarship: Scholarship receive £20,000 in the form of tuition remission
The Monica and Navin Valrani Scholarship: Scholarship receive £20,000

Scholarship can be taken at: UK

50th Anniversary Scholarship: All self-funding candidates for the Sloan MSc
Sloan Awards: All successful self-funded Sloan MSc applicants who have applied for and accepted their offer before August 2016. The final decisions will be made in August 2016.
Sloan MSc Women’s Scholarship: Self-funded female candidates who have applied for the Sloan MSc programme. To be considered as a candidate, they must have submitted an application for the Sloan MSc in Leadership and Strategy. We will consider both completed candidates and those who are finalising their application.
Sloan Alumni Scholarship: All successful self-funded Sloan MSc applicants who receive an offer before August 2016 will be considered for this scholarship. The final decision will be made in August 2016.
The Monica and Navin Valrani Scholarship: Indian women. Designed to support exceptionally gifted and talented Indian women who have achieved success through their own determination, ambition and motivation and have striven to succeed in their education and career.

Nationality: International students can apply for this scholarship.

College Admission Requirement

Entrance Requirement: University accepts undergraduate degrees in any subject area, with a grade equivalent to a UK First or 2:1 / GPA 3.5 and above.

Test Requirement: GMAT (range 600-800) / GRE equivalent score)-Candidates with exceptional academic performance may be considered for a waiver.

English Language Requirement: University’s TOEFL institution code is 0898. If English is not students’s native language, or if they have not been studying fully in English or living in an English-speaking country for at least two years, please submit their IELTS, TOEFL, Cambridge CPE, CAE or PTE Academic score. Other tests will not be accepted.

Scholarships for International Students in UK, 2016

Supporting Material
50th Anniversary Scholarship: The 50th Anniversary’s requirements include:
-A one page CV
-Essay of not more than 500 words (please supply the word count) on an innovative solution to a worldwide issue of their choice
-Video clip of up to 5 minutes “Who am I?” demonstrating their creativity. The video should be uploaded on -You Tube and the link sent to Lorine Barrier Make sure the view rights are set to public.
Sloan Awards: Please provide a personal statement of up to 500 words on how they intend to finance their studies. This should be sent to Lorine Barrier ( Responses should specify:
-all the sources of funding they have considered and have access to
-the extent to which they intend to rely on each of those sources
-Their reasons for the choices made and recent income history and outgoings.
Sloan MSc Women’s Scholarship: Application requirements:
-A one page CV
-A one page overview of their Personal and Professional history
-An essay of not more than 500 words (please supply the word count).
-The topic of the essay is: ‘As a female leader, please describe how they will support the future success of the Sloan MSc programme’.
Video Instructions
-They must submit a video clip of up to 5 minutes. This will help the Committee to get to know you. The topic is: “When do you feel you have had the most impact?”
-They should upload their video to You Tube and send the video directly to: Lorine Barrier
Make sure the view rights are set to “public”.

How to Apply: The mode of applying is online.

Application Form

Application Deadline: The application deadlines are:
50th Anniversary Scholarship: 7 September 2016
Sloan Awards and Sloan Alumni Scholarship: August 2016
Sloan MSc Women’s Scholarship: 20 July 2016
Monica and Navin Valrani Scholarship: 6 May 2016


What to look for in a leader

September 27, 2013 Leave a comment

Ahead of the pack

What does it take to be a great leader? Three CEOs weighed in. (Thinkstock)

Leaders. They set the tone for organisations, companies, governments and more. That’s one key reason why finding the right leader— with valuable personality and personal traits as well as the right skills— is vital for carrying an organisation into the future.As business school professor and author Sydney Finkelstein wrote in his column this week, companies are not always good at choosing leaders because they overlook certain traits . The characteristics of good leaders is a topic several LinkedIn Influencers — chief executives themselves — weighed in on this week. Among their priorities: building trust, listening and consideration for a new generation of leaders.

Marillyn Hewson, chief executive officer at Lockheed Martin

“Building trust has always been my top priority,” wrote Hewson in her post The First Things a New Leader Should Do to Build Trust. For the aerospace and defense company CEO, that has meant visiting hundreds of customers, meeting with investors and analysts and holding large meetings at dozens of the company’s offices.

But the most important meetings, she wrote, are those with employees. “Employees drive our success. If they don’t know you, understand where you’re trying to take the business and trust in your leadership, you’ll have a hard time keeping them engaged,” she wrote. “Whether you’re a CEO or a first-line manager, face-to-face communication with your team is vital to your success as a leader.”

Hewson has five principles for building trust with employees. Among them: affirm your values and show employees that you embrace those values; share your vision and strategy using examples that are relevant to their areas of work; be open, honest and transparent — especially when “times are tough,” she wrote.

“If you don’t have a bond of trust with the people who can help you succeed, business comes to a screeching halt,” Hewson wrote.

John Ryan, president and chief executive officer at Center for Creative Leadership

“These days, the price of poor listening as a leader is steeper — and more immediate — than ever,” wrote Ryan in his post How to Be a Chief Listening Officer. “Social media has created an ‘instant referendum’ in companies on everything that leaders do.”

Then, when difficult or controversial decisions are made, he wrote, “poor communications… can spark a rapid backlash that jeopardizes the ability to implement even the best ideas. In this environment, it seems to me, there’s a leadership skill that every leader needs to master: the art of listening — before decisions are made and also afterward when reactions start to come in.”

Leaders can get better at listening with “effort and practice,” Ryan wrote. He offered six steps to better listening as a leader. Among them:

“Pay attention. Set aside your iPad and maintain steady eye contact. Smile or nod to show you’re fully present. Every time you sneak a peek at a text, you risk killing the conversation. If you’re having a virtual exchange, read e-mails the whole way through at least twice to make sure you’re really getting the message.”

“Suspend judgment. Hold back your own criticisms and the need to show you’re right. Let others explain how they view a situation. You don’t need to agree; just show some empathy.”

Reflect. In person or on email, as the conversation proceeds, occasionally recap others’ points to make sure you’re really hearing them. Often it turns out that you missed something important.”

Olaf Swantee, chief executive officer at EE

Swantee, CEO of the UK telecommunications company that offers T-Mobile and Orange in the country, examined the advantages of three leadership styles evident in the millennial generation in his post The 3 Characteristics of Tomorrow’s Leaders.

“These future leaders, currently aged 33 and under, will transform British business and bring about a digitally driven sea change in organisational culture,” Swantee wrote. “They think differently, more digitally. The connected world is the only world they’ve known, and that means they come with an embedded attitude that’s naturally more social, open, and focused on working together to solve problems and generate ideas.”

Swantee pointed to three traits a new Deloitte report found in the leadership characteristics of this generation of workers — inclusive and collaborative decision-making, fostering a more flexible and human working environment and persistent challenging of the status quo. In other generations, early ideals and traits can be lost as people move up the leadership ranks, Swantee wrote. But that may not be the case going forward.

“Evidence from the [Deloitte] report suggests that Gen Y leaders carry their experiences as employees into senior roles. They do not adapt their style to that of the previous Baby Boomer generation in order to conform to the management group they have joined.”

Categories: General