The document outlines a training program on strategic management and leadership. It discusses fundamental principles of strategic management, components of strategic plans, and leadership styles like transformational and situational leadership. It also covers developing leadership through various processes, assessing leadership maturity, and the importance of coaching in the development of global leaders.

1. STRATEGIC MANAGEMENT AND
LEADERSHIP – STYLES, PRINCIPLES
AND PROCESS
CHARLES COTTER
DUBAI
31 AUGUST - 3 SEPTEMBER 2016
www.slideshare.net/CharlesCotter

2. TRAINING PROGRAMME OVERVIEW
• Strategic Management and Leadership – fundamental principles and process
• Leadership components and -process
• Leadership development continuum, model and -maturity
• Leadership styles
• Transformational and Situational Leadership – benefits and characteristics
• Leadership roles
• 5 Levels of Leadership (Collins)
• Leadership coaching – tools and process

4. INTRODUCTORY ACTIVITY
• Complete the statement by inserting one (1)
word only. To be an effective strategic leader, I
need to/to be…………………………………………….
• Now find other learners with the same word as
you.
• Jot these words down on the flip-chart.
• Each learner will have the opportunity to
elaborate on their chosen word.

5. STRATEGIC MANAGEMENT PROCESS

6. CONTEXT OF
MANAGEMENT/LEADERSHIP

7. THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A

9. COMPONENTS OF A STRATEGIC PLAN
• Vision
• Mission Statement
• Objectives
• Goals
• Action Plan
• Values

10. BALANCED SCORECARD

13. LEADERSHIP COMPONENTS

14. LEADERSHIP PROCESS
• Self Leadership
• Creating a Vision (Strategic mindset)
• Articulating that vision in a Compelling and Inspirational manner
• Guiding and Supporting followers in the pursuit of achievement of the
vision
• Being a Driver and Agent of Change
• Nurturing, Developing and Empowering followers
• Serving as a Role Model
• Influencing followers positively

15. STRATEGIC LEADERSHIP INFLUENCE
(ARISTOTLE’S RHETORICAL TRIANGLE)

18. SITUATIONAL LEADERSHIP

20. CHARACTERISTICS OF
TRANSFORMATIONAL LEADERSHIP

21. BENEFITS OF TRANSFORMATIONAL
LEADERSHIP
• Transformational leadership enhances the motivation,
morale and performance of followers through a variety of
mechanisms:
Connecting the follower's sense of identity and self to the
project and the collective identity of the organization
Being a role model for followers that inspires them and makes
them interested
Challenging followers to take greater ownership for their work
Understanding the strengths and weaknesses of followers, so
the leader can align followers with tasks that enhance their
performance

22. SYNDICATE GROUP LEARNING
ACTIVITY
• By referring to the generic leadership styles, identify
the most appropriate and effective style, in your work
environment. Justify your response.
• Discuss the merits of Situational Leadership as a
viable leadership approach in your work
environment.
• By referring to the characteristics of a
Transformational Leader, describe how you’ll apply
these to optimize performance from your followers.

30. LEVEL FIVE LEADERSHIP (COLLINS)

31. INDIVIDUAL LEARNING ACTIVITY
• By referring to Collins’ Five Levels of Leadership,
rate yourself at the appropriate level. Describe
how to make the step up to Level 5: Executive.
• By referring to the provided 12 leadership roles,
critically evaluate and rate yourself (use a rating
scale of 1-5) as a leader in demonstrating and
fulfilling these roles.
• For each of these roles, identify personal
leadership gaps and develop self-improvement
strategies to enhance your leadership ability.

33. LEADERSHIP DEVELOPMENT
CONTINUUM

34. • BUILD OR BUY?
• “Replacing people” is a dying practice. Developing leaders and grooming
them for succession is what helps companies stay ahead of their
competition.
• Success in this market requires brave leaders with the skills to build a
performance-driven culture
• 86% of HR and global organizations cited leadership as a top issue. But
only 6% of these organizations believe their leadership pipeline is “very
ready”
• The data above proves that organizations around the world understand
the value of longevity. Having high-quality leadership today is great, but
being prepared for tomorrow is what successful businesses are made of.
LEADERSHIP DEVELOPMENT
REALITIES AND TRENDS

35. • The bottom line: Identify potential leaders and actively develop their skills
• For today’s digital leaders, the most difficult question to answer is how to
successfully identify and develop high-potential employees – the future leaders
who are able to thrive in more demanding roles. Companies that successfully
unlock this potential in its leaders gain a competitive edge that very few have.
• Leadership and its most effective characteristics are changing. Today’s millennials
place less value on visible (19%), well-networked (17%) and technically skilled
(17%) leaders. Instead, they define true leaders as: strategic thinkers (39%),
inspirational (37%), personable (34%) and visionary (31%). (Source: Deloitte,
Millennial Survey)
• To successfully lead in the new world of work, the Deloitte 2015 Global Human
Capital Trends Report explains that “organisations must understand that
leadership development is not a short-term problem and begin investing in
programmes that not only provide online and classroom learning opportunities,
but also build a leadership culture that inspires employees to become active
contributors to the overall success of a company.”
LEADERSHIP DEVELOPMENT
REALITIES AND TRENDS

37. • Leadership Development goes far beyond management
training.
• Modern Leadership Development is very highly blended
• Modern Leadership Development includes coaches,
assessments, and a wide range of mentoring strategies.
• Modern Leadership Development represents an
investment in the company's legacy.
• Modern Leadership Development must be globalized, and
focus on collaboration and team leadership.
CHANGES IN LEADERSHIP
DEVELOPMENT

41. • Building a global leadership pipeline requires a continuous focus on
leadership at all levels. The leadership gap is wider than ever. In 2015, we
must reinvest in the assessment and development of leaders to drive
engagement, retention, and performance.
• Development of the global leadership pipeline remains one of the most
important issues in business. Eighty-five percent of business and HR
leaders rate this as an urgent or very important problem (the number one
rated challenge in Deloitte’s 2014 Human Capital Trends research), and
less than 15 percent of organizations believe that their leadership pipeline
is “ready.”
• While many large organizations have leadership programs, our research
shows tremendous gaps. At the top of the corporate pyramid, fewer than
50 percent of all CXOs feel that they are receiving any development to
help them to move into top executive positions and, at the bottom of the
pyramid, fewer than 10 percent of organizations have programs focused
on developing Millennials to lead.
GLOBAL LEADERSHIP DEVELOPMENT

42. • Despite the talk about leadership as a CEO-level strategy, many companies are not
investing enough in this area. Companies at Level 4 Maturity spend 50-75% more
on leadership development than their peers, and they see three to four times
higher levels of engagement and performance from such programs.
• Yet 50% of all organizations have little or no leadership development at all and
52% of those with programs rate them “weak.” The understanding and level of
investment is inconsistent.
• Succession management as a discipline is weak. The latest High-Impact Succession
Management research shows that only 32% of organizations have a “steady
supply” of leaders at the top levels, and only 18% hold their leaders accountable
to identify and develop successors on a regular basis.
• If companies want to build a leadership pipeline, executives should hold their
teams accountable for regular and continuous focus on bringing new people along
on the journey.
• Leadership solutions in the market remain fragmented, forcing companies to build
their own custom solutions.
LEADERSHIP DEVELOPMENT
REALITIES

44. • Focus on developing a simple leadership framework and rigorously assess
leaders at all levels. Without a clear and consistent “model” for leadership,
people are often promoted based on their technical skills—and that does not
create a sustainable leadership and management culture.
• Hold leaders accountable for more than just performance—they are responsible
for employee engagement, employee development, and developing their own
successors.
• Make sure that the leadership development team is well-funded, operates
globally, and is led by a senior HR professional. High-impact companies spend
three to four times the amount on novices in this area. Development of a
strategic program takes experience—these programs should include formal
training, developmental assignments, special projects, assessments, and a never-
ending investment by leaders themselves. Such programs demand senior-level
support and senior leaders to administer.
• Bring disparate leadership programs together. – INTEGRATION.
• Look at new tools and programs for employee engagement, culture, and brand as
part of the leadership program. – INNOVATION.
LEADERSHIP DEVELOPMENT
STRATEGIES

45. • The emergence of online learning programs for leadership has not moved
the market. This means not just offering online learning to young
managers, but taking the time to bring them to classroom programs, hire
experts, and custom-build programs at all levels.
• The High-Impact HR research shows that, when HR focuses on
management and leadership, it drives almost five times the impact of a
focus on HR operations and employee support alone. Remember that,
every week, people are promoted from individual contributor to
supervisor and leader, and then they are taking on an awesome and
business-critical responsibility.
• Make management and leadership a core focus of your company’s
strategy; over time, it will become an institutionalized strategy and set of
values for all levels.
• HR leaders should reinvest in leadership and remind themselves that,
without great leaders, possibly no company can succeed.
LEADERSHIP DEVELOPMENT
STRATEGIES

46. LEADERSHIP DEVELOPMENT
MATURITY MODEL (BERSIN)

48. LEADERSHIP COACHING PROCESS

49. • Evaluate the current degree of leadership development maturity
in your organization.
• Given your organization’s business reality and needs, identify the
profile of the required leader – style and type.
• Identify viable strategies to enhance the leadership development
model in your organization.
• Indicate how your organization can invest in the global sourcing
and development of leaders i.e. creating leadership pipeline. (if
relevant)
• Evaluate the current degree of effectiveness of your organization’s
coaching practices and process, as a leadership development tool.
SYNDICATE GROUP LEARNING
ACTIVITY

50. CONCLUSION OF STRATEGIC MANAGEMENT
AND LEADERSHIP
• Key points
• Summary
• Questions

51. CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: Charles_Cotter
• http://www.slideshare.net/CharlesCotter