A leader who has senior management responsibility.
This occupation has a small, medium, and large organizations in the public, private or third sectors and sustainability as an area of the economy including health, finance, engineering, manufacturing, business and professional services, education, retail, leisure, technology, and construction. Senior Leaders are a key component of all types of business models where there is a workforce to lead, manage and support.
The general purpose of the occupation is a distinct, inclusive, and strategic leadership and direction relating to their area of responsibility within an organization. Typically, this involves setting, managing, and monitoring the achievement of core objectives aligned with the overall strategic destination of the organization’s Board (or equivalent). In a smaller organization, they are also likely to execute the achievement of these strategic objectives.
A Senior Leader influences at a higher organizational level, including sometimes at Board (or equivalent) level, and sets the culture and tone across their area of responsibility. They may work in varied environments including in an office, onsite, or remotely and demonstrate a high level of flexibility and adaptability to meet the needs of the organization. In their daily work, an employee in this occupation interacts with internal stakeholders such as members of their team, other senior leaders/managers, support services (finance, marketing, HR), and project groups in larger organizations. They may be part of a wider specialist team.
Depending on the size of their organization, a Senior Leader may be responsible for reporting results relating to their area of responsibility to a Board, trustees, shareholders, executive team, or other senior management within the organization. Externally, a Senior Leader acts as an ambassador for their organization with wide-ranging networks typically involving customers/clients, supply chains, and statutory/regulatory bodies. An employee in this occupation will be responsible for:
- Setting direction, vision, and governance and providing a clear sense of purpose for their area of responsibility.
- Providing clear and inclusive leadership.
- Identifying longer-term opportunities and risks using data from internal intelligence sources and external influences.
- Developing sustainable, ethical, innovative, and supportive cultures that get the best from people and enable the delivery of results.
- Resources that may include budgets, people, assets, and facilities.
- Staying up to date with innovation and championing its adoption.
- Keeping pace with - and responding to change - by leading agile transformation.
- Leading and promoting sustainable business practices.
- Managing and responding to crises.
As a Senior Leader, you can do one of the following positions:
A Senior Leader is the most influential person in an organization and can appear at any type of organization, including businesses, government organizations, or educational institutions and universities. As a Certified Senior Leader, you have proven to everyone that you meet the criteria for the following positions:
- President & Vice President
- Associate director
- Business unit head
- Chief executive officer
- Chief financial officer
- Chief information officer
- Chief operating officer
- Divisional head
- Executive director
- Head of Registrar
- Head of department/faculty
- Warrant officer
- Principal/ Head Master
- Chancelor
SENIOR LEADER STANDARDS
The Senior Leader Certified is a master-level certification for senior leaders based on the UK government’s standards for senior leadership positions. The standards could find more HERE
Knowledge must have for Duty 1:
K1: How to shape the organisational mission, culture, and values.
K2: Organisation structures; business modeling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
K6: Ethics and values-based leadership theories and principles.
K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
K14: Working with the board and other company leadership structures.
Skills must have for Duty 1:
S1: Use horizon scanning and conceptualisation to deliver high-performance strategies focusing on growth/sustainable outcomes.
S2: Set strategic direction and gain support for it from key stakeholders.
S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
S11: Uses financial data to allocate resources.
Behavior must have for Duty 1:
B2: Take personal accountability aligned to clear values.
Knowledge must have for Duty 2:
K2: Organisation structures; business modeling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
K6: Ethics and values-based leadership theories and principles.
K16: Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation, and the sustainability agenda.
K19: Approaches to developing a Corporate Social Responsibility program.
Skills must have for Duty 2:
S2: Set strategic direction and gain support for it from key stakeholders.
S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation, and business continuity/risk management.
S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
S11: Uses financial data to allocate resources.
Behavior must have for Duty 2:
B2: Take personal accountability aligned to clear values.
Knowledge must have for Duty 3:
K3: New market strategies, changing customer demands, and trend analysis.
K5: Systems thinking, knowledge/data management, research methodologies, and program management.
K6: Ethics and values-based leadership theories and principles.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
K14: Working with the board and other company leadership structures.
K15: Brand and reputation management.
Skills must have for Duty 3:
S2: Set strategic direction and gain support for it from key stakeholders.
S3: Undertake research, and critically analyse and integrate complex information.
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives, and drive continuous improvement.
Behavior must have for Duty 3:
B2: Take personal accountability aligned to clear values.
B3: Curious and innovative - exploring areas of ambiguity and complexity and finding creative solutions.
Knowledge must have for Duty 4:
K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people, and culture and sustainability.
K6: Ethics and values-based leadership theories and principles.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
K8: Financial strategies, for example, scenarios, modeling and identifying trends, application of economic theory to decision-making, and how to evaluate financial and non-financial information such as the implications of sustainable approaches.
K9: Financial governance and legal requirements, and procurement strategies.
Skills must have for Duty 4:
S5: Lead and respond in a crisis situation using risk management techniques.
S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation, and business continuity/risk management.
S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
S11: Uses financial data to allocate resources.
S12: Oversee procurement, supply chain management, and contracts.
Behavior must have for Duty 4:
B2: Take personal accountability aligned to clear values.
Knowledge must have for Duty 5:
K5: Systems thinking, knowledge/data management, research methodologies, and program management.
K6: Ethics and values-based leadership theories and principles.
K17: Crisis and risk management strategies.
K19: Approaches to developing a Corporate Social Responsibility program.
Skills must have for Duty 5:
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives, and drive continuous improvement.
S5: Lead and respond in a crisis situation using risk management techniques.
S8: Apply principles relating to Corporate Social Responsibility, Governance, and Regulatory compliance.
Behavior must have for Duty 5:
B1: Work collaboratively enabling empowerment and delegation.
Knowledge must have for Duty 6:
K6: Ethics and values-based leadership theories and principles.
K10: Organisational/team dynamics and how to build engagement and develop high-performance, agile and collaborative cultures.
K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity, and inclusion.
K18: Coaching and mentoring techniques.
Skills must have for Duty 6:
S2: Set strategic direction and gain support for it from key stakeholders.
S9: Drive a culture of resilience and support the development of new enterprises and opportunities.
S13: Use personal presence and "storytelling" to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.
S15: Give and receive feedback at all levels, building confidence and developing trust, and enabling people to take risks and challenges where appropriate.
S16: Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area.
S18: Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.
Behavior must have for Duty 6:
B1: Work collaboratively enabling empowerment and delegation.
B4: Value difference and champion diversity.
B5: Seek continuous professional development opportunities for self and wider team.
Knowledge must have for Duty 7:
K6: Ethics and values-based leadership theories and principles.
K10: Organisational/team dynamics and how to build engagement and develop high-performance, agile and collaborative cultures.
K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity, and inclusion.
Skills must have for Duty 7:
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives, and drive continuous improvement.
S9: Drive a culture of resilience and support the development of new enterprises and opportunities.
S13: Use personal presence and "storytelling" to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.
S15: Give and receive feedback at all levels, building confidence and developing trust, and enabling people to take risks and challenges where appropriate.
S16: Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area.
S17: Lead and influence people, building constructive working relationships across teams, using matrix management where required.
S18: Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.
Behavior must have for Duty 7:
B1: Work collaboratively enabling empowerment and delegation.
B4: Value difference and champion diversity.
B5: Seek continuous professional development opportunities for self and wider team.
Knowledge must have for Duty 8:
K12: Influencing and negotiating strategies both upwards and outwards.
K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
Skills must have for Duty 8:
S19: Manage relationships across multiple and diverse stakeholders.
S20: Lead within their area of control/authority, influencing both upwards and outwards, negotiating, and using advocacy skills to build a reputation and effective collaboration.
Behavior must have for Duty 8:
B1: Work collaboratively enabling empowerment and delegation.
Knowledge must have for Duty 9:
K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture, and sustainability.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
K12: Influencing and negotiating strategies both upwards and outwards.
K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
Skills must have for Duty 9:
S2: Set strategic direction and gain support for it from key stakeholders.
S6: Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries such as those impacted by sustainability and the UK Net Carbon Zero by 2050 target.
S19: Manage relationships across multiple and diverse stakeholders.
Behavior must have for Duty 8:
B1: Work collaboratively enabling empowerment and delegation.
Knowledge must have for Duty 10:
K15: Brand and reputation management.
K20: The organisation’s developing communications strategy and its link to their area of responsibility.
Skills must have for Duty 10:
S2: Set strategic direction and gain support for it from key stakeholders.
S21: Shape and manage the communications strategy for their area of responsibility.
Behavior must have for Duty 10:
B1: Work collaboratively enabling empowerment and delegation.
Knowledge must have for Duty 11:
K3: New market strategies, changing customer demands, and trend analysis.
K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people, culture, and sustainability.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
K19: Approaches to developing a Corporate Social Responsibility program.
Skills must have for Duty 11:
S3: Undertake research, and critically analyze and integrate complex information.
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives and drive continuous improvement.
S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation, and business continuity/risk management.
S9: Drive a culture of resilience and support the development of new enterprises and opportunities.
S13: Use personal presence and "storytelling" to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
Behavior must have for Duty 11:
B3: Curious and innovative - exploring areas of ambiguity and complexity and finding creative solutions.
Knowledge must have for Duty 12:
K2: Organisation structures; business modeling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
K9: Financial governance and legal requirements, and procurement strategies.
Skills must have for Duty 12:
S3: Undertake research, and critically analyse and integrate complex information.
S8: Apply principles relating to Corporate Social Responsibility, Governance, and Regulatory compliance.
S12: Oversee procurement, supply chain management, and contracts.
Behavior must have for Duty 12:
B3: Curious and innovative - exploring areas of ambiguity and complexity and finding creative solutions.
Certified Fees
The Senior Leader Certified is only for applicants had a Master’s degree and evaluation administered by the Senior Leader Council [UK]- a member of the London Academy of Sciences.
Senior Leader Certified FAQs
- Gain an analytical Edge
- Build a Knowledge Base in Management & Leadership
- Stand from the Crowd
- Best Value to Money
- To Gain Practical Edge
- Internationally Recognized Certified
- Learn Management Tools & Techniques
- Get another master's degree within 06 months.
- Move up to Doctoral programs with scholarship.
Conditions to apply for Senior Leader Certified:
- Hold a Master's Degree from an accredited and recognized university.
- Have a level 7 diploma in administration, management, and leadership from one of the government-recognized organizations.
The Senior Leader Council [UK] is a Senior Leader Certified certification body.
Université Libérale de Paris (Paris-U) is a university directly accredited by the Senior Leader Council [UK]. Candidates with Senior Leader Certified can transfer to the final stage to get another Master's degree within 6 months.
Université Libérale de Paris directly recognizes Senior Leader Certified and you are given priority to apply for scholarships up to 95% from Paris-U.