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STRATEGIC LEADERSHIP
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Leadership:
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EXECUTIVE ROLES
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انیت ها موه مومس Organize
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TWO ATTRIBUTES 0۳ ۱۴۷۴۱5
LEADERS
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Leading
Strategically
STRATEGIC LEADERSHIP
Leadership:
The task of exerting
influence on other
people’s pursuit of
goals in an
organizational context
Strategic leadership:
Managing an overall
enterprise and influencing
key organizational outcomes, such as company
wide performance,
competitive superiority,
innovation, strategic
change, and survival
EXECUTIVE ROLES
Interpersonal roles
• Figure head
• Leader
• Liaison
Informational roles
• Monitor
• Disseminator
• Spokesperson
Formal authority and
status
Decision roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
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LEVEL 5 LEADERS
Capabilities
Level 5
leaders
Build greatness through combination of
will and humanity
Level 4 leaders
Can lead a group to superior levels of
performance
Level 3 leaders
Organize people resources to accomplish
predetermined objectives
Level 2 leaders
Work effectively with others as a
member of a team to achieve group
objectives
Level 1 leaders
Make individual contributions through
talent and work ethic
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TWO ATTRIBUTES OF LEVEL 5
LEADERS
Being someone
• The ability to translate
strategic intent into the
resolve needed to
pursue a strategy
• and usually to make
hard choices over a
period of time
• who prefers to share
credit rather than hog it
Professional will
Professional modesty
• who tends to shun
public attention,
• act with calm
determination, and
• exercise ambitions on
the company’s behalf
rather than one’s own
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WHAT DOES IT TAKE TO BE A
?CEO
Charisma?
Integrity
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An Ivy league
MBA?
International
management
experience?
There is little
consensus
on whether
personality or
background
matters more
LEADERSHIP
CHARACTERISTICS
Personality differences
A large amount of research
has been done on personality
or the psychological
determinants of strategic
leadership focusing specifically
on:
• Locus of control
• Need for achievement
• Tolerance for risk or
ambiguity
• Charisma and emotional
intelligence
Personality characteristics may
be important; defining and
isolating leadership abilities is
difficult
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Background and demographic
differences
Differences in competence
and action
Background refers to factors
such as:
• Work experience
• Education
Demographic refers to factors
such as:
• Gender
• Nationality
• Race
• Religion
• Network ties
The profile of leaders is
changing (e.g., more diversity
among top management teams)
Companies are increasingly
placing value on substantive
work experience; looking
beyond skin color, gender, and
even the items on a resume.
Evidence of being a strategic
leader–someone who works
not only to develop a plan, but
also empower the organization
to realize the vision behind it,
are important indicators of
leadership potential
VISION – USES OF AMBITION AND
AMBIGUITY
Sony’s vision in early 1950’s:
“becoming the company that most
changes the worldwide image of
Japanese products as being of poor
quality.”
CitiBank’s vision in 1915:
“the most powerful, the most
serviceable, the most far reaching
world financial institution the world has
ever seen.”
Vision statements
•generally express longterm action horizons,
•are ambitious and force
the firm to stretch.
•their ambiguity allows
flexibility for changing
strategy or implementation
tactics
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VISION ANCHORED IN GOALS
Vision
Examples
Goals
and
objectives
Wal-Mart
Grow sales and profits
by 70% per year
Ryanair
Be Europe’s largest
airline in 7 years
Matsushita
To become a “super
manufacturing
company”
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