Leading @Tech
Professional Development
This initiative aims to create a comprehensive learning program for people leaders at Georgia Tech to build capabilities in the areas of management practices, leadership effectiveness, and engagement and well-being.
The program will offer both formal and informal learning opportunities, including synchronous and asynchronous courses, along with a competitive, applied leadership cohort.
Who is this program for?
This program is for people leaders at Georgia Tech. People leaders hold managerial roles across the Institute, bridging executive leadership and frontline employees. Their titles may vary across schools, units, and research labs, but they generally occupy people-leader roles between Supervisor and Executive Leader.
People leaders translate strategic directives into actionable plans, oversee day-to-day operations, ensure goal alignment, and foster collaboration. They manage resource allocation, performance, and communication and serve as a connection between frontline employees and executive leadership enhancing productivity and mission alignment.
New People Leaders
Newly hired and new to supervisory roles with less than 24 months of experience in a management role at Georgia Tech
Experienced People Leaders
People leaders with more than 24 months of experience in a management role at Georgia Tech
This initiative aims to foster a culture of excellence and continuous personal and professional growth throughout the GT community. By providing targeted development opportunities, we strive to empower individuals to achieve their highest potential, thereby enhancing overall organizational performance.
Course Outcomes
Individual Benefits |
Organizational Benefits |
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Learning Categories
 Mandatory |
 Asynchronous/Online |
This category focuses on the essential administrative and managerial competencies that every people leader should master to effectively handle their day-to-day responsibilities.
| Foundational Phase I | Curriculum Phase II | Curriculum Phase III |
| Managing Talent |
Progressive Discipline | Governance and Decision-Making |
| Performance Management |
Hiring Practices | Financial Acumen & Budgeting |
| Interviewing @Tech |
Terminations & Resignations | Compensation, Promotions, & Awards |
| Leave Policies & Workplace Accommodations |
Succession Planning (Toolkit) |
Reducing Institutional Risk |
| Student Hiring Practices |
This category highlights the essential soft skills and critical competencies for effective leadership, empowering people leaders to adopt well-rounded, people-centric leadership styles and abilities for personal and team success.
| Foundational (Phase I) | Phase II | Phase III |
| Leading with Excellence |
Driving Engagement: Understanding Gallup Q12 | Effective Delegation Skills |
| The Successful Leader | Leading Leaders | |
| Transformational Change | Confident Leadership | |
| Change Through Coaching | ||
| Art of Communication | ||
| Impactful Conversations | ||
| Public Speaking | ||
| Mastering Leadership Styles | ||
| Appreciative Inquiry |
This category focuses on enhancing employee engagement and well-being at Georgia Tech, fostering a positive work environment through respectful conduct, effective collaboration, community-building, and resource awareness.
| Foundational (Phase I) | Phase II | Phase III |
| Engage to Excel |
Work-Life Integration & Stress Management |
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| Psychological Safety 101 |
The Science of Motivation | |
| Effective Conflict Engagement | Adaptive Leadership: Neurodivergence & Mental Health Positive Environments | |
| Stop, Look, and Listen (Communicating in Conflict) |
Bouncing Back from Burnout |
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| Inclusivity in Workplace Dynamics | From Avoidance to Action: Addressing Workplace Disruptions | |
| Intercultural Awareness | Creating a Culture of Recognition | |
| Re-engaging Employees Through Accountability & Trust | ||
| Relationships Matter: Strengthening Workplace Connections |
This cohort category provides an opportunity for people leaders to leverage the knowledge and skills acquired during the program to address operational challenges at Georgia Tech, through real-life projects or simulations.
Integrating Georgia Tech’s Leader Competency Model into Our Leadership Program
The proposed Leading @Tech Leadership Training Program integrates Georgia Tech’s Leader Competency Model aligned with the Institute’s mission and values. These competencies can be broadly applied across the Institute and contribute components that are essential to Georgia Tech people leaders. The model serves as the guiding philosophy for leaders at Georgia Tech and focuses on the four competencies listed:
Acts Strategically
A leader who acts strategically will thoughtfully align work to the Institute’s Strategic Plan, set priorities, make data-informed decisions, and take action to deliver results.
Demonstrates Inclusivity
A leader who demonstrates inclusivity will show awareness of their own biases and actively seeks different perspectives and opportunities to connect and collaborate with others in ways that foster psychological safety and belonging.
Exhibits Social Intelligence
A leader who exhibits social intelligence can understand, manage, and get along well with others.
Develops Self and Others
A leader who develops self and others invests resources into professional development opportunities, creates a culture of feedback, and manages team dynamics.
Resources
Register for Courses
Leading @Tech Project Team
