Strategic Leadership and Culture

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Transcript of Strategic Leadership and Culture

  • 1. Strategic Leadership
    • Strategic leadership involves:
      • the ability to anticipate, envision, maintain flexibility and empower others to create strategic change
      • multi-functional work that involves working through others
      • consideration of the entire enterprise rather than just a sub-unit
      • a managerial frame of reference
  • 2. Strategic Leadership and the Strategic Management Process shapes the formulation of and influence Successful Strategic Actions Effective Strategic Leadership Strategic Intent Strategic Mission
  • 3. Strategic Leadership and the Strategic Management Process yields Strategic Competitiveness Above-Average Returns Formulation of Strategies Implementation of Strategies Successful Strategic Actions
  • 4. Factors Affecting Managerial Discretion
    • External Environment
    • Industry structure
    • Rate of market growth
    • Number and type of competitors
    • Nature and degree of political/legal constraints
    • Degree to which products can be differentiated
    External Environment
  • 5. Factors Affecting Managerial Discretion
    • Characteristics of the Organization
      • Size
      • Age
      • Culture
      • Availability of resources
      • Patterns of interaction among employees
    Characteristics of the Organization External Environment
  • 6. Factors Affecting Managerial Discretion
    • Characteristics of the Manager
      • Tolerance for ambiguity
      • Commitment to the firm and its desired strategic outcomes
      • Interpersonal skills
      • Aspiration level
      • Degree of self-confidence
    External Environment Characteristics of the Organization Characteristics of the Manager Managerial Discretion
  • 7. Top Management Teams
    • The top management team is composed of key managers who are responsible for
      • formulating and
      • implementing
      • the organizations strategies
    • A heterogeneous top management team with varied expertise and knowledge can draw on multiple perspectives when evaluating alternative strategies and building consensus
  • 8. Top Management Teams
    • A top management team must also be able to function effectively as a team in order to implement strategies
      • a heterogeneous team makes this more difficult
      • a heterogeneous team, however, is associated positively with innovation and strategic change
  • 9. Strategic Leadership
    • Chief executive officers can gain so much power that they are virtually independent of oversight by the board of directors
    • This is especially true when the CEO is also chairman of the board of directors
    • CEOs of long tenure can also wield substantial power
    • The most effective forms of governance share power and influence among the CEO and board of directors
  • 10. Managerial Labor Markets
    • The internal labor market is comprised of the career path alternatives available to a firms managers
    • Selecting internal candidates for management positions helps to build on valuable firm-specific knowledge
  • 11. Managerial Labor Markets
    • The external labor market includes the collection of career opportunities for managers outside their firm
    • Selecting an outsider often brings fresh insights and may energize the firm with innovative new ideas
  • 12. Managerial Labor Markets Managerial Labor Market: CEO Succession Top Management Team Composition Strategic change Stable strategy Stable strategy with innovation Internal CEO succession External CEO succession Heterogeneous Homogeneous Ambiguous: possible change in top management team and strategy
  • 13. Exercise of Effective Strategic Leadership Establishing balanced organizational controls Emphasizing ethical practice Developing human capital Exploiting and maintaining core competencies Sustaining an effective organizational culture Determining strategic direction Effective Strategic Leadership
  • 14. Determining Strategic Direction
    • Strategic direction means the development of a long-term vision of a firms strategic intent
    • A charismatic leader can help achieve strategic intent
    • It is important not to lose sight of the strengths of the organization when making changes required by a new strategic direction
    • Executives must structure the firm effectively to help achieve the vision
  • 15. Exploiting and Maintaining Core Competencies
    • Core competencies are resources and capabilities that serve as a source of competitive advantage for a firm over its rivals
    • Strategic leaders must verify that the firms competencies are emphasized in strategy implementation efforts
  • 16. Exploiting and Maintaining Core Competencies
    • In many large firms, and certainly in related-diversified ones, core competencies are exploited effectively when they are developed and applied across different organizational units
    • Core competencies cannot be developed or exploited effectively without developing the capabilities of human capital
  • 17. Developing Human Capital
    • Human capital refers to the knowledge and skills of the firms entire workforce
    • Employees are viewed as a capital resource that requires investment
    • No strategy can be effective unless the firm is able to develop and retain good people to carry it out
    • The effective development and management of the firms human capital may be the primary determinant of a firms ability to formulate and implement strategies successfully
  • 18. Sustaining an Effective Organizational Culture
    • An organizational culture consists of a complex set of ideologies, symbols, and core values that is shared throughout the firm and influences the way it conducts business
    • Shaping the firms culture is a central task of effective strategic leadership
  • 19. Sustaining an Effective Organizational Culture
    • An appropriate organizational culture encourages the development of an entrepreneurial orientation among employees and an ability to change the culture as necessary
    • Reengineering can facilitate this process
  • 20. Sustaining an Effective Organizational Culture
    • Changing Culture and Business Reengineering
    • The benefits of business reengineering are maximized when employees believe that:
      • every job in the company is essential and important
      • all employees must create value through their work