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2016/17 Executive Certificate in Global Leadership

Programme Description
Schedule At A Glance
Seminar Descriptions
Faculty Info
iPad Requirement
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Past ECGL Programmes

“I’ve been a student of UCCI since 2005. UCCI offered me a wonderful opportunity that I would not have received had I obtained my degree from abroad—that is, to work and study at the same time in order to accomplish my educational goal. I would simply like to thank the outstanding faculty who made themselves available and encouraged me along the way. It’s because of UCCI, that I have completed my Associate's, Bachelor's and Master of Human Resource Management degrees. I have reached both my educational and career goals!”

Kayla Shibli,
Graduate of UCCI's Master of Human Resource Management (MHRM)

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Seminar Descriptions

Strategic Leadership
Dr. Hock-Peng Sin, International University Center for Leadership

Strengths-Based Leadership
Dr. Joyce Elam, International University Center for Leadership

The Inside of Leadership
Dr. Mayra Beers, Florida International University Center for Leadership

Leadership Accelerators and Derailers
Dr. Nathan Hiller, Florida International University Center for Leadership

Issues in International Finance
Dr. Keith Black, Chartered Alternative Investment Analyst Association

HR Management--Case Analyses
Dr. Belinda Blessitt-Vincent, University College of the Cayman Islands

Management in Organisations
Dr. Robert Weishan, University College of the Cayman Islands

Marketing Management
Dr. J.D. Mosley-Matchett, University College of the Cayman Islands

Strategic Leadership
Dr. Hock-Peng Sin
Florida International University Center for Leadership

Successful leadership requires the ability to think and act strategically. Yet it is something that almost every leader could do better. This module focuses on helping you think differently about your unit's problems and opportunities, your organization's problems and opportunities, and then acting on that strategy in a way that promotes innovation and change (or simply helps you solve seemingly intractable problems). After introducing a framework for thinking strategically, participants develop solutions and novel ideas, discuss possible implementation, and anticipate threats to being maximally strategic.

Everyone believes that leading teams is common sense. But in fact, there are several common mistakes that over 95% of managers make—and they don't even realize that they are making them. If you want to get the best out of you r team, making small active changes in the way you lead others can produce significant results. Through a series of engaging simulation exercises (e.g. "Threat Target"), participants quickly see that they fall prey themselves to several common pitfalls that can be a major source of team failure, even when they've just been told to watch out for these pitfalls! The discussion and learning for this module is focused on concrete behaviors and strategies to systemically set up groups and teams to be successful.

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Strengths-Based Leadership
Dr. Joyce Elam
Florida International University Center for Leadership

Learning how to be an effective leader is like learning any complex skill: It rarely comes naturally and usually takes a lot of practice. And, just like with any skill, there is a path from being a novice leader to an expert leader. Regardless of where you are on the continuum of novice to expert leader, the goal of this seminar is to accelerate your progress by equipping you with new ways of addressing the opportunities, challenges, and expectations that you will face as a leader.

This seminar has three objectives:

The first objective is to provide a deep understanding of strengths-based leadership. Strength-based leadership is based on cutting edge research into leader effectiveness– it is a subtle, yet dramatic shift in how we think about developing strong leadership capabilities. Strong leaders are able to honestly assess their strengths and weaknesses and to develop leadership styles that play up their strengths and manage their weaknesses. Strong leaders learn, leverage, and lead from their strengths and focus on how to leverage the strengths of others.

The second objective is to show how a focus on positivity – in all of its forms – can make you a more effective leader and your organization more successful. Building a positive organizational environment flows from leading from a strengths-based perspective. Research shows that people who consciously try to bring out the best in themselves and others are happier and more successful because the effort works. We will explore ways in which you can bring this positive mind-set to your leadership.

The third objective is to explore how you can become a more effective leader. This can be accomplished by using your talents and strengths to better meet the expectations that define effective executive-level leaders. This can also be accomplished by learning how to make better decisions and how to successfully effect change.

On completing this seminar, participants will be able to:

  • Identify their top talents and strengths.
  • Develop strategies to increase ways to leverage their strengths and to work around their weaknesses.
  • Learn how to lead more effectively by adopting behaviors that build trust, show that you care, provide stability, and create hope.
  • Create a positive organizational culture.
  • Make better decisions.
  • Understand how to successfully lead change by influencing and motivating others.

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The Inside of Leadership
Dr. Mayra Beers
Florida International University Center for Leadership

Leadership in the new global environment requires a fresh look at traditional models for leading. The ability for individual leaders to develop a personal Leadership Brand is critical to ensuring success whether in business, law, government, or education. A leadership brand that differentiates the individual and produces optimal results for the organization is essential.

Using the Center for Leadership's competency model, The Competency Builder© and its central core principle of Leading Self as the foundation for effective and efficient leadership, this module challenges individuals to define for themselves key factors essential for effective leadership in the 21st century including personal and professional values, networking, and essential factors for creating a leadership brand. These foundational principles will challenge the participants to think about leadership as a personal and authentic journey built on tangible skills and behaviors.

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Leadership Accelerators and Derailers
Dr. Nathan Hiller
Florida International University Center for Leadership

Some people just have the "it" factor. Others are drawn to these people, they are seen as effective leaders, and they are able to get followers to buy into a vision. BUT, contrary to popular beliefs, this isn't just a skill/trait that these individuals are born with-everyone can become better at "it" while still being entirely authentic to who they are.

On the flip side, in contrast to learning and practicing techniques that accelerate our leadership, we also need to be fully aware of our unique tendencies that can derail us. Effective leadership involves knowing yourself and developing strategies for recognizing and charting a "work­ around" for those occasions when our strengths could become a liability.

Taking this yin-yang approach, this module focuses on enhancing our accelerators and avoiding or minimizing our derailers. Using proven techniques to enlist participant action, we will learn and practice ways to better project personal presence, be seen as competent, and , importantly, articulate a clear and compelling direction that encourages buy-in and true engagement from others. To explore the concept of leadership derailers, we will use the well-validated Hogan Derailers assessment to challenge ourselves and classmates to develop a keen eye for those occasions when our strengths may become liabilities, and then plan for strategies to minimize their impact in order to be maximally effective.

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Issues in International Finance
Dr. Keith Black
Chartered Alternative Investment Analyst Association

In an increasingly global world, managers need to develop expertise in navigating the environment of business and finance.  This course will develop the tools necessary to participate in case studies on central banks and currency markets, global trade, multinational enterprises, foreign direct investments and global investments, including stocks, bonds, and alternative investments.

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HR Management--Case Analyses
Dr. Belinda Blessitt-Vincent

This course uses a case-based approach to provide an overview of human resources management and control systems. By providing an overview of the best global practices in the context of the Cayman's legal, economic, and social constraints, this course helps students develop practical skills to maximize the productivity and enthusiasm of their organizations' work force.

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Management in Organizations
Dr. Robert Weishan

This course addresses topics of management and organizational behavior, beginning with a micro focus, embarking from the individual level of analysis and then moving on to group behavior in organizations. Additional topics at the organizational level of analysis include decision making, communication, planning, structure, leadership, technology and globalization, politics and power, culture and organizational change, conflict and negotiation. (This class offers preparation for Commonwealth Executive Master-level C2 credit.)

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Marketing Management
Dr. J D Mosley-Matchett

This course reviews the major aspects of marketing strategy for impact in the marketplace. In addition to reviewing essentials of consumer psychology, the course reviews the effectiveness of various types of marketing media and message in terms of impact on the intended market. Topics include marketing mix, the product life cycle, approaches to pricing, packaging, and distribution, the drivers of consumer decisions, and market research. (This class offers preparation for Commonwealth Executive Master-level C8 credit.)

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