Leiden Leadership Programme

LLP Essentials and Leiden Leadership Lectures

LLP Essentials makes up the core component of the Leiden Leadership Programme and consists of 5 EC.

This component will cover the fundamental aspects of leadership through a series of lectures given by scientists and talks by field experts: the Leiden Leadership Lectures. Real-life leaders will provide guest lectures that are open to attend for any master’s student. 

Sample lecture Elanor Boekholt-O'Sullivan: 'Doubt is good'

Elanor Boekholt-O'Sullivan, interim director general at the Department of Defense and Top Woman of the Year 2023, lectured to a packed room on the importance of curiosity and doubt for good leadership. According to her, leadership is certainly not about who has the most self-confidence or shouts the loudest. 'Making mistakes is essential. Ultimately, it's about how you solve things. I'm proud of people who get things right, but prouder of people who make mistakes and fix it.'

She encourages students to keep listening to others and be open to new ideas. 'We teach people that they have to perform, but I think it's important for someone to be eager to learn. In that regard, an insecure person is much more interesting. They keep thinking about the situation and asking questions.'

Sample Lecture Peter Hertinge: 'Engage in discussions!'

Peter Hertinge, ex-Senior Vice President at Volvo Penta, shared his lessons on leadership with students at the Leiden Leadership Program. He stressed the importance of leaders who lead by example. "If you raise expectations, people are going to behave accordingly.

Hertinge has 35 years of experience as a manager in various fields and has been involved in leadership programs. Those 35 years have mainly taught him that most people like to contribute something and that a good leader stimulates that by involving others: 'People would rather participate than stand on the sidelines. You have to get your employees involved. Engage in discussions!'

Moreover, according to Hertinge, it is crucial to balance the vision, tasks and process. In other words, the why, what and how. 'If you can combine these things, you learn systems thinking. You see in how things coincide, even over time. This allows you to place problems within the context of the organization.'