LED560 Learning Outcomes Upon successful completion of this course, the student will be able to satisfy the following outcomes: Module 1 Describe the role of an organization's leadership in deciding the overall purpose, vision, and mission of an organization, and discuss how the vision and mission statements become the foundation of strategic choice. Evaluate the mission, vision, and values statements of a session-long organization selected by the student. Module 2 Evaluate the extent to which monitoring of the external environment assists the organization to best adapt to the threats and opportunities existing within the external environment. Discuss the ways in which environmental opportunities and threats serve to limit strategic choice. Module 3 Turn the organization’s vision and mission into action, applying the Grand Strategy Matrix and the BCG Matrix as tools to determine an organization’s “grand strategy.” Apply the Grand Strategy Matrix to determine the organizational strategy that should be pursued. Module 4 Assess the extent to which an organization’s culture is supportive of the organization’s strategic direction. Identify the stated values of an organization, assessing the extent to which the organization’s sense of “morality” (values) aligns with its strategic choices. COURSE MATERIALS/BIBLIOGRAPHY Module 1 Required Resources Bass, B. M. (2007). Executive and strategic leadership. International Journal of Business, 12(1), 33–52. Retrieved from ProQuest. Blumentritt, T. (2015, April 24). Introduction to strategic management. Youtube. Retrieved from https://www.youtube.com/watch?v=DB90xGiWHIA Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011). Mission, vision, and values: What do they say? Organization Development Journal, 29(1), 63–78. Retrieved from ProQuest. Klag, M., Giroux, H., & Langley, A. (2012). Strategic planning at Saint Francis de Sales Schools. International Journal of Case Studies in Management (Online), 10(2), 1–20. Retrieved from ProQuest. McNamara, C. (2000). Basics of developing mission, vision, and values statements. Free Management Library. Retrieved on April 29, 2014, from http://managementhelp.org/strategicplanning/mission-vision-values.htm Olsen, E. (2012, September 5). Overview of the strategic planning process. Virtual Strategist. Podcast retrieved on April 29, 2014 from http://www.youtube.com/watch?v=sU3FLxnDv_A United States Air War College - National Defense University. (n.d.). Strategic vision. Strategic Leadership and Decision Making. Retrieved from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html Williams, L. S. (2008). The mission statement: A corporate reporting tool with a past, present, and future. Journal of Business Communications, 45(2), 94–119. Retrieved from EBSCO. Optional Resources Boal, K. B., & Hoojiberg, R. (2000). Strategic leadership research: Moving on. Leadership Quarterly, 11(4), 515–549. Retrieved from Science Direct. Crossan, M., Vera, D., & Na ...

1. LED560
Learning Outcomes
Upon successful completion of this course, the student will be
able to satisfy the following outcomes:
Module 1
Describe the role of an organization's leadership in deciding the
overall purpose, vision, and mission of an organization, and
discuss how the vision and mission statements become the
foundation of strategic choice.
Evaluate the mission, vision, and values statements of a session-
long organization selected by the student.
Module 2
Evaluate the extent to which monitoring of the external
environment assists the organization to best adapt to the threats
and opportunities existing within the external environment.
Discuss the ways in which environmental opportunities and
threats serve to limit strategic choice.
Module 3
Turn the organization’s vision and mission into action, applying
the Grand Strategy Matrix and the BCG Matrix as tools to
determine an organization’s “grand strategy.”
Apply the Grand Strategy Matrix to determine the
organizational strategy that should be pursued.
Module 4
Assess the extent to which an organization’s culture is
supportive of the organization’s strategic direction.
Identify the stated values of an organization, assessing the
extent to which the organization’s sense of “morality” (values)
aligns with its strategic choices.
COURSE MATERIALS/BIBLIOGRAPHY
Module 1

2. Required Resources
Bass, B. M. (2007). Executive and strategic leadership.
International Journal of Business, 12(1), 33–52. Retrieved from
ProQuest.
Blumentritt, T. (2015, April 24). Introduction to strategic
management. Youtube. Retrieved from
https://www.youtube.com/watch?v=DB90xGiWHIA
Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011).
Mission, vision, and values: What do they say? Organization
Development Journal, 29(1), 63–78. Retrieved from ProQuest.
Klag, M., Giroux, H., & Langley, A. (2012). Strategic planning
at Saint Francis de Sales Schools. International Journal of Case
Studies in Management (Online), 10(2), 1–20. Retrieved from
ProQuest.
McNamara, C. (2000). Basics of developing mission, vision,
and values statements. Free Management Library. Retrieved on
April 29, 2014, from
http://managementhelp.org/strategicplanning/mission-vision-
values.htm
Olsen, E. (2012, September 5). Overview of the strategic
planning process. Virtual Strategist. Podcast retrieved on April
29, 2014 from http://www.youtube.com/watch?v=sU3FLxnDv_A
United States Air War College - National Defense University.
(n.d.). Strategic vision. Strategic Leadership and Decision
Making. Retrieved from
http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-
dm/pt4ch18.html
Williams, L. S. (2008). The mission statement: A corporate
reporting tool with a past, present, and future. Journal of
Business Communications, 45(2), 94–119. Retrieved from
EBSCO.

3. Optional Resources
Boal, K. B., & Hoojiberg, R. (2000). Strategic leadership
research: Moving on. Leadership Quarterly, 11(4), 515–549.
Retrieved from Science Direct.
Crossan, M., Vera, D., & Nanjad, L. Transcendent leadership:
Strategic leadership in dynamic environments. Leadership
Quarterly, 19 (5), 569–581. Retrieved from EBSCO.
Hitt, M. A., Haynes, K. T., & Serpa, R. (2010). Strategic
leadership for the 21st century. Business Horizons, 53, 437–
444. Retrieved on April 29, 2014, from
http://ssrn.com/abstract=1995786
Ireland, R. D., & Hitt, M. A. (1999). Achieving and maintaining
strategic competitiveness in the 21st century: The role of
strategic leadership. Academy of Management Executive, 13(1),
43–57.
Rowe, G., & Nejad, M. H. (2009). Strategic leadership: Short-
term stability and long-term viability. Ivey Business Journal
Online. Retrieved on April 29, 2014, from
http://www.iveybusinessjournal.com/topics/leadership/strategic-
leadership-short-term-stability-and-long-term-viability
Strategic Leadership: Embracing Change (2012, March 23). Cal
Miramar University. Podcast retrieved on April 29, 2014, from
http://www.youtube.com/watch?v=aPIqJbLjNbM
Wilson, I. (1996). The 5 compasses of strategic leadership.
Strategy and Leadership, 24(4), 26–31. Retrieved from
ProQuest.
Module 1 - Home
THE STRATEGIC COMPASS
Modular Learning Outcomes
Upon successful completion of this module, the student will be
able to satisfy the following outcomes:
Case

4. Describe the process by which an organization's leadership
decides upon the overall purpose, vision, and mission of an
organization, and give examples as to how the vision and
mission statements become the foundation of overall strategic
choice.
SLP
Evaluate the mission and vision statements of a selected
organization.
Discussion
Discuss and analyze the ways in which “Strategic Leadership”
differs from “Strategic Management.”
Module Overview
According to Ireland and Hitt: “Strategic Leadership is defined
as a person's ability to anticipate, envision, maintain flexibility,
think strategically, and work with others to initiate changes that
will create a viable future for the organization" (p. 43). ***
Not only is a leader’s ability to think strategically important to
an organization's viability, but strategic thinking is also critical
to an organization’s success. In this context, Ireland and Hitt
suggest that there are several key components of the Strategic
Leadership framework. These include such key activities as
determining an organization’s purpose, exploiting and
maintaining core competencies, ensuring the effectiveness of
the organization's culture, and emphasizing ethical practices
while the organization pursues its stated purpose.
*** Source: Ireland, R. D., & Hitt, M. A. (1999). Achieving and
maintaining strategic competitiveness in the 21st century: The
role of strategic leadership. Academy of Management
Executive, 13(1), 43-57.
Module 1 - Background
THE STRATEGIC COMPASS
Part 1: The Nature of Strategic Leadership (as distinct from

5. Strategic Management)
There is a very clear distinction between Strategic Management
and Strategic Leadership, both in terms of scope and in terms of
who is responsible. The Strategic Management process is
concerned not only with establishing the purpose of the
organization and with strategic choice (as is true of Strategic
Leadership), but also with the management of a strategy or
strategies. The management of organizational strategy is
accomplished through a variety of implementation control
systems, including policies and procedures, rules, budgets, and
organizational structure. Note that in the Strategic Management
process, both leadership and management have roles to play at
various stages of the overall process. In contrast, the Strategic
Leadership process is concerned solely with the scope of
authority, responsibilities, and activities of an organization’s
top leadership as they relate to strategy. In this context,
therefore, we will concern ourselves with those activities that
are specifically within the purview, authority, and responsibility
of the organization’s top leadership.
This is by no means to suggest that top leadership is not
concerned with implementation and control systems that must
be put in place in order to ensure the success of a chosen
strategic direction. Top leadership is inherently interested in
(and is quite highly concerned with) the proper implementation
and monitoring of strategy. The focus of this course will be on
those activities that primarily concern top leadership, to include
the following: Establishing the organization's purpose by means
of vision, mission, and values statements made explicit;
establishing the system of values within which everyone in the
organization must operate; formulating an organizational
culture that best fits strategic choice; and selecting a grand
strategy (or set of strategies) that fit the organization best – and
that should consequently be pursued over the longer term.

6. Required Resources
Begin by viewing the following video. Note that choosing the
right strategy (a top leadership activity) and implementing that
strategy (which is very clearly a management function) are both
critical to strategic success. The organization must get both of
these activities right: Implementing a bad – or ill-fitting –
strategy makes no sense; nor does it make sense to choose the
perfect strategy, only to execute that strategy poorly and have it
fail:
Blumentritt, T. (2015, April 24). Introduction to strategic
management. Youtube. Retrieved from
https://www.youtube.com/watch?v=DB90xGiWHIA
The following short video is also a worthwhile introduction to
the strategic planning/strategic management process (these
terms are often used interchangeably). As you watch this short
video, consider which activities/steps are management-oriented
(e.g., setting of short-term goals, implementation), and contrast
those that are the central responsibilities of leadership (setting
the organizational vision, for example):
Olsen, E. (2012, September 5). Overview of the strategic
planning process. Virtual Strategist. Podcast retrieved on April
29, 2014, from
http://www.youtube.com/watch?v=sU3FLxnDv_A
Part 2: The Nature of Strategic Leadership and Strategic
Thinking
While it may seem obvious, it should also be made explicit: The
hallmark characteristic of great strategic leaders is that they are
skilled strategic thinkers. Begin this section by reading the
following article, in which the role of top leadership in the
determination of strategy is discussed, and the concept of

7. “Strategic Leadership” is defined and contextualized:
Bass, B. M. (2007). Executive and strategic leadership.
International Journal of Business, 12(1), 33-52. Retrieved from
ProQuest on October 26, 2013.
Authored by the United States War College, the following
online book is a very useful resource as it relates to Strategic
Leadership. Briefly review the contents of Chapter 9: Strategic
Thinking:
United States Air War College - National Defense University.
(n.d.) Strategic leadership and decision making. Retrieved on
November 19, 2013, from
http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/cont.html
Part 3: Establishing the Organization’s Direction: Vision and
Mission
Having defined Strategic Leadership and Strategic Thinking,
turn to the first step that top leadership must play in strategy:
defining the purpose of the organization. Top leadership does
this through the vision and mission. The vision is futuristic,
communicating what the organization aspires to become. In
contrast to the vision statement, the mission statement conveys
the present state of the organization. It explains the reasons
that the organization exists, and makes explicit what the
organization does (e.g., describing what it sells, defining its
customers).
The following journal article is an excellent discussion of the
vision and mission:
Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011).
Mission, vision, and values: What do they say? Organization

8. Development Journal, 29(1), 63-78. Retrieved from ProQuest.
United States Air War College - National Defense University.
(n.d.). Strategic vision. Strategic Leadership and Decision
Making. Retrieved from
http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-
dm/pt4ch18.html
The Free Management Library is an excellent introductory
resource for most business-related topics. Read the basics of
developing meaningful vision and mission statements:
McNamara, C. (2000). Basics of developing mission, vision,
and values statements. Free Management Library. Retrieved on
April 29, 2014, from
http://managementhelp.org/strategicplanning/mission-vision-
values.htm
Finally, Williams’ article offers an excellent and quite thorough
overview of mission statements, their scope, and suggested
content:
Williams, L. S. (2008). The mission statement: A corporate
reporting tool with a past, present, and future. Journal of
Business Communications, 45(2), 94-119. Retrieved from
EBSCO.
Optional Resources
The following Strategy and Leadership article serves as the
foundation for this course. While the journal article is dated, its
theoretical contribution for today’s organizations remains clear:
Wilson, I. (1996). The 5 compasses of strategic leadership.
Strategy and Leadership, 24(4), 26-31. Retrieved from
ProQuest.
The Ivey Business Journal Online, authored by Rowe and Nejad,
is an excellent source of content related to leadership and

9. strategy. The article defines what is meant by “Strategic
Leadership,” as well as the central characteristics and qualities
of strategic leaders:
Rowe, G., & Nejad, M. H. (2009). Strategic leadership: Short-
term stability and long-term viability. Ivey Business Journal
Online. Retrieved on April 29, 2014, from
http://iveybusinessjournal.com/topics/leadership/strategic-
leadership-short-term- stability-and-long-term-viability
Change is a constant. In this short video, Strategic Leadership is
framed within the notion of discontinuity:
Strategic Leadership: Embracing Change (2012, March 23). Cal
Miramar University. Podcast retrieved on April 29, 2014, from
http://www.youtube.com/watch?v=aPIqJbLjNbM
For a current (21st century) perspective on strategic leadership,
download this superb article, written by Hitt et al:
Hitt, M. A., Haynes, K.T., & Serpa, R. (2010). Strategic
leadership for the 21st century. Business Horizons, 53, 437-444.
Retrieved on April 29, 2014, from:
http://ssrn.com/abstract=1995786
Finally, the following articles provide excellent overviews of
Strategic Leadership theory and research in general. Crossan et
al. discuss the means by which strategic leaders work within
today’s dynamic and ever-changing environments. Note the
authors’ emphasis on the changes that have occurred within
organizations (change is not solely external to the organization),
in addition to the authors’ position as to how transcendental
leadership relates to the notion of strategic leadership:
Boal, K. B., & Hoojiberg, R. (2000). Strategic leadership
research: Moving on. Leadership Quarterly, 11(4), 515-549.
Retrieved from Science Direct.

10. Crossan, M., Vera, D., & Nanjad, L. Transcendent leadership:
Strategic leadership in dynamic environments. Leadership
Quarterly, 19 (5), 569-581. Retrieved from EBSCO.
Module 1 – Case Assignment
THE STRATEGIC COMPASS
Assignment Overview
Develop the vision and mission statements for an organization.
Measure these statements against the criteria for meaningful
vision and mission statements, providing comprehensive support
and justification. The Case must be completed before the SLP.
First, read the following article:
Klag, M., Giroux, H., & Langley, A. (2012). Strategic planning
at Saint Francis de Sales Schools. International Journal of Case
Studies in Management (Online), 10(2), 1-20. Retrieved from
ProQuest.
Case Assignment
Using the article above and the readings provided on the
Background page of Module 1, write a 6- to 7-page paper in
which you do the following:
Using the criteria for development of quality, meaningful vision
and mission statements, create the vision and mission
statements for the Saint Francis de Sales Schools, providing
comprehensive support for the statements you have developed.
Keys to the Assignment
The key aspects of this assignment that are to be covered in
your paper include the following:
State the criteria that you believe are essential to meaningful,
quality vision and mission statements. Provide a minimum of
five criteria for each of the two statements (vision and mission).

11. Briefly justify each criterion (1-2 sentences for each).
Using the criteria you have selected above, develop the vision
and mission statements for the Saint Francis de Sales Schools.
Next, using the criteria you have selected, justify the mission
and vision statements you have developed.
Give clear and convincing rationale for why – in light of events
and circumstances discussed in the article – you believe that
John Handover should adopt your version of the school’s vision
and mission statements.
Be sure to use a minimum of three library sources in support of
your answers!
Module 1 – SLP Assignment
THE STRATEGIC COMPASS
Overview of the LED560 SLP Sequence
The SLP sequence for this course requires that you choose an
organization, and that you apply the Five Compass Model of
Strategic Leadership to that organization. For background on
the 5 Compass Model, see:
Wilson, I. (1996). The 5 compasses of strategic leadership.
Strategy and Leadership, 24(4), 26-31. Retrieved from
ProQuest.
Assignment
Write a 3- to 4-page paper in which you address the following:
After selecting a for-profit or not-for-profit organization that is
of interest to you, analyze the organization’s vision and mission
statements against the criteria for meaningful statements,
revising the statements as required.
Keys to the Assignment

12. The key aspects of this assignment that should be covered in
your paper include the following:
Using the library or the Internet, choose an organization that is
of interest to you. For this purpose, you are required to choose
an organization in which you are not currently employed. (Hint:
You may want to choose your target organization using a
current listing of Fortune 500 companies.)
Locate the organization’s website. Spend time navigating the
company website, so that you have a good understanding of
what the company does.
Provide the name and website address of your chosen
organization.
Locate and write down the organization’s mission and vision
statements.
Critique each of the foregoing statements against the criteria
included in the Background readings and/or the criteria you
developed for the Case assignment. Note: Organizations have a
tendency to combine their mission and vision statements;
therefore, you may need to decide whether a given statement is
a mission statement or a vision statement. Be sure to back up
your critiques with research that appropriately supports your
analysis.
Rewrite the vision and mission statements in the proper format
for vision and mission statements.
In the context of the criteria for “good” vision and mission
statements, defend the adjustments/changes you have made to
the statements.
SLP Assignment Expectations
At Trident University, your assignments are evaluated using
grading rubrics. While every assignment is assessed using one
of the rubrics, grading rubrics may differ across assignments.
Should you need help locating the grading rubric for this SLP,
be sure to watch the following video:
http://permalink.fliqz.com/aspx/permalink.aspx?at=b13c1b2c86
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