Leadership
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The document discusses several ways for leaders to succeed, including inspiring commitment in subordinates, leading employees effectively, strategic planning, and self-awareness. It then summarizes the Vroom-Yetton-Jago leadership model, noting its pros as being flexible and having a systematic decision-making process, and cons as being too mechanical and not considering nuances. Finally, it introduces contingency approaches in leadership, where a leader's effectiveness depends on fitting their style to the specific situation and followers.
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CHAPTER 11Strategic Leadership Creating a Learning Organizati
CHAPTER 11
Strategic Leadership: Creating a Learning Organization and an Ethical Organization
Copyright Anatoli Styf/Shutterstock
1
Learning Objectives
After reading this chapter, you should have a good understanding of:
11-1 The three key interdependent activities in which all successful leaders must be continually engaged.
11-2 Two elements of effective leadership: overcoming barriers to change and using power effectively.
11-3 The crucial role of emotional intelligence (EI) in successful leadership, as well as its potential drawbacks.
11-4 The importance of creating a learning organization.
11-5 The leader’s role in establishing an ethical organization.
11-6 The difference between integrity-based and compliance-based approaches to organizational ethics.
11-7 Several key elements that organizations must have to become ethical organizations.
©McGraw-Hill Education.
2
Strategic Leadership
Consider . . .
To both create and implement proper strategies, firms must have strong and effective leadership.
What are the activities that leaders engage in, and what practices and capabilities enable leaders to be effective at sustaining a competitive advantage for their firms?
To what degree does ethical leadership matter?
©McGraw-Hill Education.
To both create and implement proper strategies, firms must have strong and effective leadership, and this leadership must be strategic in managing, adapting, and coping in the face of increased environmental complexity and uncertainty. In order to be successful at creating and sustaining a competitive advantage, leaders must engage in several activities, utilizing key capabilities, one of which is emotional intelligence, and the other of which is an awareness of how to create and maintain an ethical organization. Effective leaders play an important and often pivotal role in creating an organizational culture that pursues excellence while adhering to high standards of ethical behavior.
3
Strategic Leadership Definition
Leadership is the process of transforming organizations from what they are to what the leader would have them become.
Successful leaders are:
Proactive – dissatisfied with the status quo
Goal oriented – visualizing successful futures
Focused on the creation & implementation of a creative vision – understanding the process
©McGraw-Hill Education.
Leadership is proactive, goal oriented, and focused on the creation and implementation of a creative vision. Leadership = the process of transforming organizations from what they are to what the leader would have them become. This definition implies dissatisfaction with the status quo, a vision of what should be, and a process for bringing about change. Leaders are change agents whose success is measured by how effectively they formulate and implement a strategic vision and mission.
4
Strategic Leadership Model
Exhibit 11.1 Three Interdependent Leadership Activities
©McGraw-Hill Education.
Successful leaders recognize three int ...
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This document provides an overview of production and operations management across 6 units. It discusses key concepts like capacity planning, facility planning, process planning, work study, layout design, material requirement planning, inventory control, quality control and total quality management. The introduction defines management as a distinct process of planning, organizing, actuating and controlling to achieve stated objectives using resources. It outlines the main characteristics of understanding management.
These slides compliment the Leadership chapter and additional .docx
These slides compliment the Leadership chapter and additional modules in the
course reading packet.
Together these should be used to formulate your leadership self‐assessment.
To understand leadership and our roles as leaders and managers, we need to
consider the leader in context.
Research on leadership has focused on the traits of leaders, the behaviors they
enact, and how they make decisions.
However, one size does not fit all. Different leader styles and behaviors are needed
depending on the characteristics of the followers and the situation. How one might
lead unskilled workers would be very different than how one might lead
experienced professionals. Some job tasks are more routine while others call for
greater creativity and flexibility. Understanding the demands of the situation and
the needs of followers is critical to effective leadership.
Lets break down this transactional model. First consider the characteristics of leaders.
Many years of research have attempted to identify those traits that typically characterize
leaders. The six traits represented here are those most consistently identified among
successful leaders. Certainly leaders tend to have high energy levels, tend to be intelligent
and are self‐confident. Other traits are more situation dependent. For example a leader of
a multi‐disciplinary team will likely not have specific task knowledge of all the disciplines
within the team. The leader in this situation needs to rely on the task knowledge of her
team members. Similarly, while many leaders are dominant, increasingly servant
leadership has attracted attention. Charisma is often seen as a trait of public figures, but
may or may not be a feature among other leadership situations.
The four leader behaviors listed here represent degrees of focus of the leader with respect
to their followers. Leaders may focus attention on the well being and satisfaction of their
members (consideration) or may focus more attention on defining and directing the work.
Some models place consideration and structure on a continuum and suggest a dynamic
tension between focus on the tasks versus relationships in the team. Certainly, the leader
subordinate relationship is one of exchange. The leader provides direction, guidance,
resources and rewards and in turn receives the work, attention, and commitment of the
follower.
Finally, leaders may differ in the extent to which they involve followers in deciding what
needs to be done and how to do the work. Some leaders tend to be more autocratic. The
consultative style involves asking for input from key members, and then making decisions,
while the participative style involves more direct involvement of members in decisions.
The participative style requires transparency and open dialog, and implies that the leader is
open to influence from the members. Delegation requires a great deal of two way trust in
that the leader gives a great ...
The Living Organisation(R) -Agile Strategy Execution
Research shows over 70% of all strategic initiatives; fail to meet their desired objectives. A key reason is they approach the organization as a machine to be adjusted rather than a living being to be developed. Strategic initiatives focus on changing what we do, not who we are being. Successful strategy implementations focuses on why the organization exists and develops its capability and maturity to execute. In this talk we explore how the The Living Organization(R) framework addresses the very core of this problem using the deep understanding of living systems and developmental psychology to significantly improve the success rate of strategy execution.
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CHAPTER 11Strategic Leadership Creating a Learning Organizati
CHAPTER 11Strategic Leadership Creating a Learning Organizati
Business leadership, a success factor within organizations
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Leadership
- 2. Ways to succeed leadership
- 3. Inspiring commitment :- Supervisors who perceive and remunerate workers' accomplishments can move duty from their subordinates. These supervisors freely adulate others for their execution, comprehend what persuades other individuals to perform taking care of business and give substantial prizes to critical hierarchical accomplishments. Leading employees :- Leaders who have great abilities in guiding and rousing individuals realize how to communicate with staff in manners that persuade them. They representative to workers adequately, expand representative chances, act with reasonableness toward direct reports and contract gifted individuals for their groups.
- 4. Strategic planning :- This ability includes making an interpretation of vision into sensible business systems. Directors who are very skillful around there regularly verbalize long haul destinations and systems, create plans that offset long haul objectives with quick needs, refresh plans to reflect changing conditions and create plans that contain possibilities for future changes. Self-awareness :- This skill involves recognizing personal limits and strengths. Self-aware managers admit personal mistakes, learn from mistakes, seek ongoing feedback and know themselves well.
- 6. Pros The Vroom-Yetton-Jago Basic leadership Model of Initiative is exceptionally adaptable concerning the decisions a pioneer can settle on in affecting choices. The range is from profoundly oppressive to fair. The technique has a mechanical method to land at a basic leadership process. The possibility of a system like this can be viewed as "objective", that the outcomes were not touched base at by a non-particular strategy.
- 7. Cons The choice method might be excessively mechanical and note consider nuances in basic leadership, for example, changing feelings and, so far as that is concerned change, as a rule. The inquiries may not be sufficiently exact and adequately logical, as in "Is the nature of the choice critical?" "Imperative to whom for sure and in what time period" are the issues. It is sketchy whether this model can be utilized in huge gatherings
- 8. Contingency Approcaches in Leadership Contingency – one thing depends on other things In order for a leader to be effective, there must be an appropriate fit between the leader’s behaviour and style and the conditions in the situation. The contingencies most important to leadership are the situation and the followers. Other situational variables such as Task, Structure, Context and Environment are important to leadership style.