Strategic leadership provides vision and direction for organizational growth. It involves understanding the current internal and external environment, envisioning a desired future, and managing change to transition from present to future. Key components are intellectual capital like knowledge management and human capital/people. Leaders must create a learning culture where knowledge is shared and innovation is fostered to adapt to a knowledge-based economy.

2. Leadership is one of the most observed
and least understood phenomena
on Earth. JM Burns

3. Strategic Leadership
• Strategic Leadership provides the vision and
direction for the growth and success of an
organization.
• Strategic Leadership is the ability to
anticipate, envision, maintain flexibility and
empower others to create strategic change
as necessary.

4. 3 Key Components
• Understanding the Now
• Seeing the Future
The
• Managing Change Strategic Vision
Plan
Current
Reality

5. Understanding the Now
• Internal Environment
• External Environment
– STEEP Analysis
• Social
• Technological
• Environmental
• Economic
• Political
– Environmental Scanning
– Baseline Assumptions

6. Desired Future
Present Alternative
Futures
Past

7. Strategic Leaders Understand that …
• The Present is a result of the past
• The future is a continuation of the present
• Changing the future begins now

8. Getting the Desired Future
• Intellectual Capital
– Knowledge Management
– Innovation
• Human Capital/ People

9. Intellectual Capital
• Knowledge Management: “The collection of
processes that govern the creation,
dissemination, and utilization of knowledge”
(Newman, 1991).
• From an industrially-based economy to a
knowledge or information-based.

10. Knowledge Management
• The new source of wealth is knowledge, and not
labor, land, or financial capital. It is the
intangible, intellectual assets that must be
managed.
• The key challenge of the knowledge-based
economy is to keep learning and to foster
innovation.

11. The Knowledge Economy
For several decades the world's best-known
forecasters of societal change have predicted
the emergence of a new economy in which
brainpower, not machine power, is the critical
resource. But the future has already turned
into the present, and the era of knowledge has
arrived.
--"The Learning Organization," Economist Intelligence Unit

12. Two Kinds of Knowledge
Knowledge is intangible, dynamic, and difficult
to measure, but without it no organization can
survive.
• Tacit: or unarticulated knowledge is more
personal, experiential, context specific, and
hard to formalize; is difficult to communicate
or share with others; and is generally in the
heads of individuals and teams.
• Explicit: explicit knowledge can easily be
written down and codified.

13. Growing Knowledge
• To create a climate in which employees
volunteer their creativity and expertise,
leaders need to look beyond the traditional
tools at their disposal: finding ways to build
trust and develop fair process.
• That means getting the gatekeepers to
facilitate the flow of information rather than
hoard it.

14. Learning
• To achieve sustainability, there must be a
focus on learning, and learning how to
harness the learning capabilities that lead to
innovation.
Learning = Discipleship

15. Human Capital/ People
The set of skills which an employee or volunteer
acquires on the go, through training and
experience, and which increase that persons
contribution to the organization.
How do people learn?
Knowledge Economy Leadership
“Knowledge workers don't respond to top-down
leadership” Bill George

16. Learning and Leading
• “Leading from behind” Nelson Mandela
• Classroom and/or development?
• Development today means providing people
opportunities to learn from their work rather
than taking them away from their work to
learn.

17. Learning Communities

18. Strategic Leadership
• What future do we want?
• Where are we now?
• How do we develop a culture of learning?

19. Acknowledgements
• Bellinger, G. (2004). Retrieved January 17, 2011, from http://www.systems-
thinking.org/kmgmt/kmgmt.htm
• Harvard Business Review. (2010). Retrieved January 17, 2011, from
http://blogs.hbr.org/imagining-the-future-of-leadership/2010/06/a-lively-dialog-
on-leadership.html
• Hernez-Broome, G., & Hughes, R. L. (n.d.). Retrieved January 17, 2011, from
http://www.ccl.org/leadership/pdf/research/cclLeadershipDevelopment.pdf
• InvestorWords. (2011). Retrieved January 17, 2011, from
http://www.investorwords.com/2359/human_capital.html
• Moyak. (n.d.). Retrieved January 17, 2011, from
www.moyak.com/papers/knowledge-management-competitive-advantage.ppt
knowledge management
• Newman, B. D. (2002). Retrieved January 17, 2011, from http://www.km-
forum.org/what_is.htm
• Unknown. (n.d.). Retrieved January 17, 2011, from Strategic Leadership:
http://asso.nordnet.fr/adreg/Hitt%20et%20al%20strategic%20leadership.pdf