Leading Strategically

Leading Strategically

اسلاید 1: Leading Strategically

اسلاید 2: STRATEGIC LEADERSHIP1The task of exerting influence on other people’s pursuit of goals in an organizational contextLeadership: Managing an overall enterprise and influencing key organizational out-comes, such as company wide performance, competitive superiority, innovation, strategic change, and survival Strategic leadership:

اسلاید 3: EXECUTIVE ROLES2Formal authority and statusInterpersonal rolesFigure headLeaderLiaison Informational rolesMonitorDisseminatorSpokesperson Decision rolesEntrepreneurDisturbance handlerResource allocatorNegotiator

اسلاید 4: LEVEL 5 LEADERS3Level 5 leadersBuild greatness through combination of will and humanityLevel 4 leadersCan lead a group to superior levels of performanceLevel 3 leadersOrganize people resources to accomplish predetermined objectivesLevel 2 leadersWork effectively with others as a member of a team to achieve group objectivesLevel 1 leadersMake individual contributions through talent and work ethic Capabilities

اسلاید 5: TWO ATTRIBUTES OF LEVEL 5 LEADERS4Professional modestyProfessional willThe ability to translate strategic intent into the resolve needed to pursue a strategy and usually to make hard choices over a period of timeBeing someonewho prefers to share credit rather than hog itwho tends to shun public attention, act with calm determination, and exercise ambitions on the company’s behalf rather than one’s own

اسلاید 6: WHAT DOES IT TAKE TO BE A CEO?5Charisma?There is little consensus on whether personality or background matters moreAn Ivy league MBA?IntegrityInternational management experience?

اسلاید 7: LEADERSHIP CHARACTERISTICS6Differences in competence and actionCompanies 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 potentialPersonality differencesA large amount of research has been done on personality or the psychological determinants of strategic leadership focusing specifically on:Locus of controlNeed for achievementTolerance for risk or ambiguityCharisma and emotional intelligencePersonality characteristics may be important; defining and isolating leadership abilities is difficultBackground and demographic differencesBackground refers to factors such as:Work experienceEducationDemographic refers to factors such as:GenderNationalityRaceReligionNetwork tiesThe profile of leaders is changing (e.g., more diversity among top management teams)

اسلاید 8: VISION – USES OF AMBITION AND AMBIGUITY7Sony’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 long-term action horizons, are ambitious and force the firm to stretch. their ambiguity allows flexibility for changing strategy or implementation tactics

اسلاید 9: VISION ANCHORED IN GOALS 8Vision Goals and objectivesExamplesWal-Mart Grow sales and profits by 70% per yearRyanairBe Europe’s largest airline in 7 yearsMatsushitaTo become a “super manufacturing company”