1705 Educators providing Productivity courses delivered Online

The Technology Academy

the technology academy

1.0(1)

Winchester

Founded in 2007, we are an independent company that develops and delivers online training courses in the specialised fields of radio frequency (RF), wireless and microwave technology. Our instruction is focused is on teaching practical, relevant and up-to-date technical skills and knowledge, underpinned by essential theory that can be immediately applied in the workplace. Our Instructors As experts in their respective fields, all of our instructors are carefully selected from leading technology companies and universities for their comprehensive knowledge and experience of the subject matter they teach. Each has an ability to translate complex technical theory into practical, understandable and relevant concepts and convey this to a professional audience in an effective, lively and enthusiastic manner. Our Aim We aim to deliver technology training excellence in an engaging and enthusiastic manner, inspiring individuals to achieve their goals while adding measurable value to their companies and organisations. All of our courses are taught by leading technical experts from industry and academia with many years of experience in their specialist fields. Our Mission Our mission is to provide technology professionals with relevant and up-to-date technical skills and knowledge in order to significantly enhance their productivity and increase the competitive advantage of their employers. Our Vision Our vision is to be widely known within our technology niches as a premium provider of training courses, setting a respected benchmark for technology education excellence. Our Values The following six core values are central to how we operate: Responsive – We continually adapt and update courses to encompass feedback, technology developments and best learning practices. Stimulating – We deliver remarkable training in an engaging and enthusiastic manner, inspiring individuals to achieve their goals. Supportive – We provide help and support, so that individuals develop the skills and knowledge required for success in their chosen field. Focused – We deliver results that make a positive impact on individuals and add measurable value to their companies and organisations. Integrity – We operate with uncompromising integrity and a commitment to financial responsibility. Professional – We treat staff, instructors, delegates and their organisations with utmost respect and continually strive for excellence.

Motivation Matters

motivation matters

Transformational leadership is a leadership style that inspires and motivates followers to achieve extraordinary results. It is based on the idea that leaders can change the way their followers think and feel, which in turn can lead to changes in behaviour and performance. Transformational leaders are able to do this by providing a clear vision, inspiring their followers to share that vision, and providing the support and resources necessary to achieve it. They also create a positive and motivating work environment, where employees feel valued and respected. There are many benefits to transformational leadership. For businesses, it can lead to improved performance, higher productivity, and increased profits. It can also create a better place to work, where employees are more engaged and satisfied. One study* found that transformational leadership was associated with a 14% increase in employee productivity. Another study found that transformational leadership was associated with a 27% increase in employee satisfaction. My own experience is that increased productivity is not a once only event, but rather an annual increase. This comes from a Co-Creative leadership style. Transformational leadership is not without its challenges, however. It requires a high level of emotional intelligence and self-awareness on the part of the leader. It also requires a willingness to delegate and empower followers. Overall, transformational leadership is a powerful tool that can be used to improve the performance of businesses and the lives of employees. If you are looking to improve your business, consider adopting a transformational leadership style. Here are some tips for implementing transformational leadership in your business: CREATE A CLEAR VISION. The first step in transformational leadership is to create a clear vision for your business. This vision should be something that your employees can believe in and that they are willing to work towards. INSPIRE YOUR FOLLOWERS. Once you have a clear vision, you need to inspire your followers to share that vision. This can be done by communicating your vision in a clear and concise way, and by providing evidence that your vision is achievable. PROVIDE THE SUPPORT AND RESOURCES NECESSARY TO ACHIEVE YOUR VISION. Once you have inspired your followers, you need to provide them with the support and resources they need to achieve your vision. This includes providing training, development opportunities, and the necessary tools and equipment. CREATE A POSITIVE AND MOTIVATING WORK ENVIRONMENT. A positive and motivating work environment is essential for transformational leadership. This means creating a culture of trust, respect, and collaboration. It also means providing employees with opportunities for growth and development. BE A ROLE MODEL. AS A TRANSFORMATIONAL LEADER, YOU NEED TO BE A ROLE MODEL FOR YOUR EMPLOYEES. This means setting a good example and demonstrating the behaviours that you want to see in your followers. Transformational leadership is a powerful tool that can be used to improve the performance of businesses and the lives of employees. If you are looking to improve your business, consider adopting a transformational leadership style. *Citation: Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS The Leadership Quarterly [https://www.sciencedirect.com/journal/the-leadership-quarterly], Volume 18, Issue 2 [https://www.sciencedirect.com/journal/the-leadership-quarterly/vol/18/issue/2], April 2007, Pages 121-133 Jens Rowold, Kathrin Heinitz,