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Asia Leadership Trek 2019


Developed at the Harvard Kennedy School, the Adaptive Leadership framework challenges senior-level working professionals to think and engage in the mindset and process of continuous organizational renewal. Learners will participate in case-in-point teaching, case method of instruction, and group discussions on both the theory of change and real-life case examples. Participants will be equipped with paradigms and skills that go far beyond managerial expertise into the realm of creative problem-solving to orchestrate meaningful progress and lead an agile workforce.

Who Should Attend

This program is ideal for senior managers, working professionals in decision-making roles, government officials, community leaders, and entrepreneurs.


This program is claimable under the Human Resources Development Fund (HRDF). Program fee includes teaching fee, program materials, and meals (excludes travel and accommodation expenses)

The aim of the Center for Asia Leadership’s signature program is to enable participants to gain a deeper understanding and skillset of how to chart a new path while preserving current values, while mobilizing others to produce breakthrough results. By the end of the program, participants will learn to interpret the dynamics of power and progress, and respond constructively and proactively towards driving transformation and building an agile organization.

Using leadership frameworks taught at professional graduate schools at Harvard, such as Harvard Business School, Harvard Kennedy School, Graduate Education School, and Harvard Law School, participants will learn to exercise leadership in a way that generates value across different sectors and disciplines, gain critical skills for solving complex organization problems, think deeply and broadly about their position of influence at the work place, and the impact their decisions may have on themselves and the organization. Participants will engage in plenary sessions, professional development sessions, interactive workshops and case discussions with professors or teaching fellows from Harvard University and other leading institutions.

  • Gain a toolkit of skills to gain insights, solve problems, and instill a disciplined collaborative ecosystem that generates shared values, progress, and goals
  • Learn how to manage competing stakeholders and the losses associated with change, while orchestrating a new way of operating that is purposeful and intentional
  • Learn how to use creativity, power, and authority to mobilize teams and help them develop independence
  • Improve the way they assess, manage, and solve complex decision-making or ethical challenges faced in professional and community settings
  • Gain decision-making skills and leadership confidence to drive long-term change and performance
  • Develop personal strategies for using one’s character to building value-add relationships within their organization
  • Engage and internalize a process that allows one to identify barriers to change and a method to overcome them
  • Create a personalized leadership action plan that tackles a current performance gap or strategic opportunity that their team, division, or organization is facing – that is being hindered or exacerbated by an adaptive challenge
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Samuel Hungsoo Kim