Executive Education


HR@UW 2016 Developing a Culture of Collaboration, December 2016
Alex provided 75-minute talk on Motivating Exceptional Performance by Transformational Leadership to a full room of over 80 Human Resource Professional’s as part of the UW-Madison Central HR’s 2016 Conference. In his presentation, he focused on what managers versus leaders do, why highly skilled performers may not necessarily be effective leaders, and the path of leadership development.

J. F. Brennan Company, Inc., March 2016
Alex provided 90-minute talk on Transformational Leadership to over 130 of Brennan’s managers at their Spring 2016 training.

We Energies, September 2015
Alex provided 4-hour program on Organizational Culture to the executives and employees of Environmental Division at We Energies. In his presentation, he discussed the definition of organizational culture, factors that differentiate strong and weak organizational cultures, the process of learning organizational culture, and how to manage change and organizational culture assimilation.

Medical School, UW-Madison, May 2014 and December 2013
Alex delivered two 90-minute talks in the Medical School on the topics of goal-setting applied to academic medicine to approximately 100 attending physicians, and leadership and creativity among medical residents in the Radiology department.

Executive Education Programs Developed and Delivered by Alex

Executive Education Programs Alex Offers

Transformational Leadership

The idea behind this program is empirical. Based on theory development and research, it is now known that most managers start as transactional and then some but not all move to the transformational leadership style, which is more effective.

The purpose of this program is to assess your leadership style, discuss transition from management to leadership, discuss the idea of transformational leadership, and consider its strategic viability, applicability, and effectiveness in organizations.

Alex designed this program as a set of integrated leadership themes. The three key learning objectives of this Transformational Leadership program are discussing:

  • Philosophy and nature of leadership
  • The progression from management to leadership
  • How to win the employees’ hearts and minds by Transformational Leadership

It is common knowledge that organizations are over managed and under led. Why? Because the psychology of leadership is not straightaway clear – else, organizations would have more leaders than managers, and leaders would be easy to come by.

Self-Efficacy and Confidence

Why is confidence important in today’s workplace? New demands of the rapidly changing workplace may easily translate into employee worries over the possibility of job loss, job changes, and dealing with new technology. Important for building confidence, such employee concerns over their work are typically linked to a perceived lack of confidence to handle work demands rather than to the objective difficulty of such demands. In this program Alex developed, he discusses how in a rapidly changing workplace, employees may become demotivated if they are not confident to handle changing work conditions. There are two approaches to understanding can-do beliefs: self-efficacy and confidence.

Self-efficacy is one of the most studied constructs in psychology and management. Self-efficacy generated over 10,000 studies, and Google returns about eight million hits. It is also one of the most empirically supported constructs in the entire social sciences.

This program details how to build self-efficacy for performance improvement, and how to juxtapose it with confidence. The key learning outcomes include discussing:

  • Techniques for building self-efficacy: enacted mastery, vicarious learning, and verbal persuasion
  • Understanding how physiological state, psychological arousal, and emotional arousal influence self-efficacy, and how the conception of one’s ability and controllability of the task contribute to self-efficacy after experiencing failure
  • Is self-efficacy different from confidence, what is confidence, and can we change either one?
  • In the final analysis, what approach can one take to address self-doubt?

Leading Team in Organizations

Literature on teams points out that for every one effective team there is one that is dysfunctional. There is a reasonable level of agreement in this field that team learning and development is needed for teams to function effectively. Teams left on their own devices usually display dysfunction.

The three key learning objectives are discussing:

  • Approaches to leading high-performing teams
  • Issues of asymmetric team goals, social conformity, and personality mismatches
  • How to practically help teams function cohesively and effectively

Alex developed this program to include practical engagement of participants through performing a simulation, discussion of case video clips, and development of action recommendations for leading high-performance teams in organizations.

Goal Setting

This program was developed to discuss all elements in the goal setting process. If applied correctly, goal-setting is considered one of the strongest predictors of performance in any setting. Key learning objectives of this program include:

  • Identifying goal attributes
  • Obtaining goal commitment with attention, effort, and persistence
  • Providing the necessary support elements to achieve the goal

Alex is a co-author on several articles with Professor Locke, who is considered the founder of goal theory.


“Thank you very much for spending the time with our group… The information presented was very informative. I will definitely keep you in mind for future training events or if any of my fellow HR professionals are looking for a resource. All the best!”
– Program Coordinator, J.F. Brennan Company, 2016

“As promised, you delivered a superb session at the GMI …I personally could have sat through a week of just your Leadership topic. It simply was fascinating and certainly had me in ‘Flow.’ I will be looking forward to the next time we meet.”
– Program Coordinator, Actuant, 2010

“Your Leadership session was superlative! Thank you for being part of the … I really hope your schedule allows you to be part of the … next year. In conclusion, I continue to get positive feedback on your session.  You really made a difference and I am confident your thoughts and ideas as echoed and practiced by … participants will become part of the … cultural fabric for years to come.  In my mind this is the ultimate compliment, stated or unstated, from … participants.  Congratulations!”
– Program Coordinator, Actuant, 2008

Executive Education Evaluations