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HBD 6776. Leadership Theories & Practice. Dr. Kimanya Ards. Strategic leadership is: Multi-functional work that involves working through others Consideration of the entire enterprise rather than just a sub-unit A managerial frame of reference Requires the managerial ability to:
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HBD 6776 Leadership Theories & Practice Dr. Kimanya Ards
Strategic leadership is: • Multi-functional work that involves working through others • Consideration of the entire enterprise rather than just a sub-unit • A managerial frame of reference • Requires the managerial ability to: • Anticipate and envision • Maintain flexibility • Empower others to create strategic change as necessary Strategic Leadership
Effective strategic leaders: • Successfully manage operations of the organization • Make courageous decisions • Understand how and why their decisions affect the organization • Seek and accept constructive criticism from peers and superiors • Build effective teams • Are an effective communicator Strategic Leadership (cont’d)
• When the vision of the organization is based from the leader’s personal interests • When senior executives use failure‐prone practices • When leaders engage in unethical conduct Strategic Leadership Failures
• When leaders pay minimal attention to productivity and quality • When leaders allocate time and money unwisely Strategic Leadership Failures (cont.)
Effective strategists are said to perform four primary responsibilities: • Conceptualize the organization’s vision, mission, and core values • Oversee the formulation of objectives and strategies, that translate vision, mission, and core values into business decisions • Create an environment and culture for organizational learning and mutual exchange between individuals and groups • Serve as steward and role model for the rest Strategic Management
• Analyze internal and external environments Vision • Strategic goals • Strategy formulation Strategy implementation Strategy evaluation Strategic competitiveness The Strategic Management Process
• Rapid environmental changes • New technology • Global economy • Changing market requirements • Intense domestic and international competition The Need for Change
Unfreezing Changing Refreezing Phases of Change
Step 1. Determine what change is likely to occur • Step 2. Describe what this change is • Step 3. Where do you see yourself six months after accepting the change? • Step 4. Create a process of self-instruction • Step 5. If you are still unable to accept or adapt to the change, perhaps you never realized exactly what the change is. Perhaps you are immobilized due to your resistance to change. In either case, repeat Steps 1 through 5 until you have gained acceptance of the change. Personal Steps for Accepting Change
Threats to one’s self interest Uncertainty Lack of confidence change will succeed Lack of conviction change is necessary Distrust of leadership Threat to personal values Fear of being manipulated Resistance to Change
Understand the old culture Reach out to the employees Change is a guiding mechanism Effects of the change may not be immediate Changing a Culture
Read chapter 8 and 10 • Begin working on week 5 assignment • Working on test questions • 7-10 questions • Multiple choice • 4 answer options (options A-D) Assignments
Bass, B. (1981). Stogdill’s Handbook of Leadership (Rev ed.) The Free Press: New York. Lussier, R., & Achua, C. (2009). Leadership, Theory, Application, Skill Development (4th ed.). South-Western College Publishing: Kentucky. Pierce, J. L., & Newstrom, J. W. (2011). The manager’s bookshelf: A mosaic of contemporary views (9th ed.). New York: HarperCollins College Publishers. Tubbs, S. (2009). A systems approach to small group interaction (10th ed.). New York: McGraw Hill Inc. References
