Developed and taught by industry professionals in active leadership roles

Aimed at middle managers and executives aspiring to more senior roles in their organisation, this program covers four important areas of management development: self awareness, collaboration, and creative and transformational leadership. The program is available for individual enrolment and also as a customised program for organisational cohorts.


Developed and taught by industry professionals in active leadership roles, this degree is focused on practical organisational challenges. As a participant, you will learn about design thinking and coaching which will give you the strategies to apply this knowledge to current scenarios from your workplace. You will learn how to boost team performance through effective leadership, and equip yourself with the skills to convert great ideas into reality through collaboration and positive risk-taking. As a graduate of the program, you will also have the skills and knowledge to translate vision and strategy into action and effectively manage transformation in your organisations.

Many organisations are experiencing an operating environment that is volatile, uncertain and complex. As a graduate, you will be equipped the coaching and design thinking skills highly valued by organisations looking to overcome the challenges of this environment.

Pathways to further study

Following successful completion of program you may be eligible for entry to the Master of Business Administration* (program code 5158) and may receive up to 40 credit points towards the MBA.

*Must meet admission requirements.


The Graduate Certificate in Leadership and Management is a four unit post graduate degree of 40 credit

Refer to program catalogue for updated fees.

Joining the program

Applications are now open. This program is now offered online.

Tell me and I forget. Teach me and I remember. Involve me and I learn.

Benjamin Franklin

Learning strategy

Whilst the central aim of the program is to impart new and/or updated knowledge, this will not be done in a manner where you are considered as having no understanding or experience of the topic area under discussion. The central learning approach of this program is one of respect for your  experience and current knowledge, which means management practice is developed in a shared learning environment that considers the application of new knowledge to contemporary practice.

This is achieved by combining contemporary theory with what participants already know and have experience of and examining the practical application of this shared knowledge to scenarios relevant to the participants’ workplace environment. Contemporary theories or principles are an important foundation for understanding new knowledge. However, theory on its own has no value in the workplace. The shared knowledge approach provides the connection between theory, experience and existing practice through exercises that examine this body of knowledge in the context of real workplace scenarios.

Become a remarkable leader

Course overview

7509IBA Developing values-based leadership

Are leaders born or can they be developed? This is a question often asked by managers and organisations when thinking about selecting or developing people for leadership roles. Certainly there are some people who are natural leaders. Equally true is the fact that people, even natural leaders, can become better leaders by increasing their awareness of what it takes to be a good leader and applying that knowledge.

7510IBA Leading teams

In the sphere of human relations there is no “one right way” for leading a team. Accordingly, this course aims to raise participant’s awareness of the key concepts, models and frameworks for effective team functioning and performance management and thereby equip leaders with a tool kit of competencies to use in the workplace.

7513IBA Managing creativity in organisations

Throughout most of the 20th century the dominant management approach was risk averse, relied heavily on logical, deductive thinking and past experiences. Nine times out of ten this was an effective approach as managers could reasonably rely on a stable operating environment and past history was a reliable predictor of future events. Now, in the 21st century, many organisations operate in environments, internally and externally, that are less stable and more unpredictable.

7512IBA Managing Organisational Transformation

The final unit in the program deals with converting ideas to action. Ideas transform organisations. However, in many organisations the hard fact is that too many transformation initiatives either fail outright or achieve only limited success. Quite often these failed initiatives have had significant planning put into both the preparation and execution of the transformation processes required - with one exception, and that is understanding the current state of the people in the organisation.

Get in touch

Contact the Griffith Business School