The key elements of leading effectively in a corporate context

1. Corporate Leadership – A Summary
Samuel Tengey, PhD.
The corporate leader understands that his/her role is to manage a business (convert
resources into goods and services) but this requires the managing of managers (enterprise
management); the management of workers, with their multifaceted issues and
idiosyncratic differences; and the management of work, which involves the management
of systems, processes and resources.
The leader understands the strategic functions of the inter-related and interdependent
components of an organisation. That effective organisational performance requires the
effective functioning of, and mutual support by and from, each component part. Equally,
they also need to understand the sophisticated and fluid nature of the current turbulent,
globalized corporate environment within which organisations operate. They need to be
ready to learn, unlearn and relearn; they need to adopt a flexible approach to issues and
people, be innovative and open to new ideas, and be reflective in their orientation.
To succeed in their role within an organisation’s context, the leader must identify the
core most important tasks that they must perform as a matter of discipline. These involve
setting the strategic direction for the entity; assembling a strategic plan of action;
mobilising resources (human and non-human); rallying support and inspiring people to
commit to the achievement of the envisioned strategic goals. They must create the
identity of the organisation, and have the courage to challenge and change this, if needs
be.
They need to understand their own role as leaders: pacesetters and movers; as those who
set the boundary to their organisation’s growth and progress; they must understand what
it means to exercise leadership – wielding influence necessary to get things done, and
move people towards the set strategic direction. They must understand that there are
leaders within their organisation who may not have any positions or appointment but
possess certain personal disciplines and features that make them potential leaders. These,
they must look for, identify, groom and empower for future leadership.
They must understand that there are tasks to perform, but that these must be performed
not without the people – success is achieved through people. Hence, whilst their
fundamental pre-occupation is to accomplish the tasks that will lead to organisational
success and effectiveness, the leader must find an intelligent balance between focusing on
the task on the one hand, and on people and their needs on the other. They must

2. understand the structure within which work is to done, using people. Whilst ensuring the
structure and that standards and rules are complied with and that financial bottomline
issues are not compromised, the leader needs to infuse consideration in their relationship
with the people with whom they work.
The leader must understand that their efficacy (ability to cause things to happen; change,
achieve results, etc.) depends largely on their capacity, and this in turn, depends on how
much they grow. Growth thrives on knowledge, gaining new insights, developing oneself,
and evolving the skills that are key to success.
Emotional intelligence (self-awareness, self-management; social-awareness, and social
management) is a fundamental key to success. Equally important are conceptual,
diagnostic, analytical, problem-solving, decision-making, interpersonal and decision-
making skills. The leader needs to increase their capacity to influence by putting to
effective use their tools of legitimate, reward and coercive powers, as well as their expert,
referent and relational powers.
To tie all these together, the leader must develop and maintain credibility and
authenticity with those they lead by maintaining a policy of honesty, integrity,
transparency, confidentiality, objectivity, courage and humility, among others.
The will succeed or fail depending on their style of managing people; the extent to which
they involve others in making decisions that affect the organisation; and the extent to
which they make use of the expertise, capabilities and experience of organisational
members. They must be courageous enough to develop others, and give them the
challenge to spearhead and lead big projects; they must empower the people with the
right information; delegate responsibility, along with authority, held in balance by
accountability. This way, responsibility for the success or failure of the organisation is
spread throughout the ranks of the organisational hierarchy. The leader must care about
the people he works with; win their heart, and gain their commitment to his aspirations.
Whilst spending time with the people, the leader must know how to apportion his time,
so they can spend the bulk of their time on performing only tasks that are extremely
necessary for their success, and tasks which none of their direct reports can perform.
They will use delegation to good effect, so that they can steer the organisational boat
towards its strategic direction, allowing the actually rowing to be done by other members.
The relevance of the corporate leader’s role will cease to exist unless the leader can
identify and keep their eyes on the key deliverables that determine the organisation’s
bottomline. These are wide-ranging, and may vary from organisation to organisation,

3. depending on the sector in which they fall. The following list seems to suit the context of
most organisations, hence is recommended for the leader’s attention:
1. Strategic issues
2. Production
3. Operations
4. Bottomline
 Revenue
 Profitability
 Service quality
5. Finance and Cost issues
The following, though do not constitute the main objectives of the business, are
necessarily required, and serve as foundation for the success of the above key focus issues.
They include:
 Human resources
 Innovation and competitive strategy
 Technology
 Marketing and sales
 Legal, regulatory, compliance and ethical issues
 Customer service
 Resolving operational bottlenecks
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