7013 beaing a st leader

Title Page

Subject/assignment

Being a Strategic Leader

Submitted by: Muhammad Ashar

Submitted to: Keith Marriott Course Code: 7013

Total words: 4200

Email Id: [email protected]

Submission date: 28/06/2011

I “Muhammad Ashar” fully understand and abide by the City of Sunderland College guidelines on plagiarism. This work is my own and references to other work have been cited correctly 28/06/11.M.Ashar

mailto:[email protected]

Table of contentTitle page.......................................................................................................................1

Table of content............................................................................................................2

Introduction..................................................................................................................3

Analyse the impact of the organisation’s culture and values on strategic

leadership......................................................................................................................4

Discuss how organisational specific, legal, regulatory and ethical requirements

impact on strategic leadership demands....................................................................5

Evaluate current and emerging social concerns and expectations impacting on

strategic leadership in the organisation.....................................................................7

Evaluate the relationship between strategic management and leadership.............9

Evaluate leadership styles and their impact on strategic decisions.......................10

Discuss why leadership styles need to be adapted in different situations and

evaluate the impact on the organisation...................................................................12

Develop a culture of professionalism, mutual trust, respect and support within

the organisation..........................................................................................................13

Evaluate the impact of a strategic leader’s clear focus in leading the organisation

in the achievement of objectives................................................................................14

Analyse how the strategic leader supports and develops understanding of the

organisation’s direction.............................................................................................15

Discuss how strategic leadership styles are adapted to meet changing needs, and

to enable organisational development and commitment.......................................16

Conclusion.................................................................................................................18

Reflective Statement..................................................................................................18

Bibliography...............................................................................................................19

Websites.......................................................................................................................21

Introduction:

In this assignment I am going to share my ideas about the title being a Strategic

Leader. This report contains about my organisation Faisalabad Electric Supply

Company, it is Sub Company of WAPDA (Water and Power Development

Authority). It is the biggest company who produced the electric supply and electric

equipment both domestic and industrial level.

The Pakistan Water and Power Development Authority (WAPDA) were established

through an act of parliament in February 1958 for integrated and rapid development

and maintenance of water and power resources of the Country. This includes

controlling soil salinity and water logging to rehabilitate the affected land in order to

strengthen the predominantly agricultural economy of the country.

WAPDA has seven sub companies FESCO is one of them it is the biggest company in

all of them. FESCO has more than 1000 sub offices. Its consumers are more than 2

million which make the trust on FESCO.

I work for this company last 6 years as a middle manager and supervisor, so I am

going to make this report on my company according to my knowledge.

In the first part I discuss about the impact of organisation culture and strategic

leadership. Evaluate the current and expectation demands.

In the second part I try to discuss relationship between strategic leadership and

management. Evaluate their styles and needs with the expectation demands.

In the last of this part discuss the culture within the organisation. Evaluate impact and

the focus of the good leadership. Analysis the strategic leader support and styles to

meet the changing and commitment.

1. Understand the organisation’s ethical and value-based approach to leadership 1.1 Analyse the impact of the organisation’s culture and values on strategic leadership.

Leadership is the ability to influence individuals or groups toward the achievement of

goals. Leadership, as a process, shapes the goals of a group or organization, motivates

behaviour toward the achievement of those goals, and helps define group or

organizational culture. It is primarily a process of influence.

Organizational culture, or corporate culture, comprises the attitudes, experiences,

beliefs and values of an organization. It has been defined as "the specific collection of

values and norms that are shared by people and groups in an organization and that

control the way they interact with each other and with stakeholders outside the

organization.

“Cummings & Worley (2005, p. 491 – 492)”

An organization’s culture is affected by a number of factors including:

1. The environment in which the organization operates. Internally, this is often

conveyed by its physical layout which can, for example, reflect warm

friendliness or cold efficiency.

2. The beliefs, values and norms of the employees within the organization,

particularly those communicated by top management.

3. The formal and informal leaders who personify the organization’s culture.

4. The procedures that have to be followed and the behavior expected of people

within the organization.

5. The network of communications which disseminates the corporate image and

culture.

6. Other factors could include the organization’s size, history, ownership and

technology.

Transactional leadership is based on the notion of a social exchange; leaders control

followers' behaviours by imposing authority and power on the one hand and satisfying

followers' needs on the other. That is, leaders offer organizational resources in

exchange for followers' compliance and responsiveness.

It is generally accepted that good leadership is essential to the functioning of an

organization. This begs the question: What makes a good leader? It may be useful to

think of the leadership process as the interaction between the situation, the leader, and

the followers.

Behavior and Personality:

Since leadership is a behavior, it must, by definition, be , among other things, a

function of the leader's personality. Personality is defined as those relatively stable

characteristics derived from culture, unique experiences, and biological makeup. If

the leader's skills, and motivations to fulfill certain felt needs, are combined with his

or her personality, then we might conclude that these factors contribute to leader

behavior.

Task Orientation, Relationship Orientation, and Influence:

Much of the leadership research has reduced leader behavior to: task orientation,

relationship orientation, and the attempt to influence others (note the similarity

between these behaviors and McClelland's needs -- need for achievement, need for

affiliation, and need for power). Behavior thus influences the net result of the

leadership process.

Leader Behaviors Influence, and Power Leader behavior is also a function of the

power of the leader.

1.2 Discuss how organisational specific, legal, regulatory and ethical requirements impact on strategic leadership demands.

Management succeeds best when they model as leaders, which encourages employee

leadership. There is a mistaken idea that all managers and professionals have

leadership traits. They may or may not behave as leaders. Although their position as a

partner, manager, supervisor, lead, etc. gives them the authority to accomplish certain

tasks and objectives in the organization, this power does not make them a leader...it

simply makes them the boss. Leadership makes people want to achieve high goals and

objectives, while bosses tell people to accomplish a task or objective.

Additive Effect of Transformational Leadership

Adapted from Hall J, Johnson S, Wysocki A, Kepner K (2002), Transformational Leadership

The effectiveness and organisational performance is dependent upon the successful

management of the risks, challenges and opportunities presented in the external

environment. A popular technique for analysing the general environment is a

PESTEL method of analysis:

Political Requirement:

Legislation

Government ownership of industry and attitude to monopolies and competition

Relations between government and the organisation

Political parties and alignments at local, national and European trading-block level

Change in lifestyle

Attitudes to work and leisure

Green’ issues

Health and Education

Demographic changes

Shifts in values and culture

Distribution of income

Economic Requirement: Inflation

Consumer expenditure and disposable income

Interest rates

Technological Requirement: Identified new research initiatives

New patents and products Level of expenditure on R&D by organisation’s rivals

Speed of change and adoption of new technology

Environmental Requirement: ‘Green’ issues that affect the environment

Level and type of energy consumed – renewable energy?

Rubbish, waste and its disposal

Legal Requirement: Product safety issues

Competition law and government policy

Employment and safety law.

In our supply company for the better performance all the above requirement impact

on the strategic leadership. All the requirements are essential to run the business

according the company demands.

1.3 Evaluate current and emerging social concerns and expectations impacting on strategic leadership in the organisation. There was little consistency in the results of the various trait studies; however, some

traits did appear more frequently than others, including: technical skill, friendliness,

task motivation, application to task, group task supportiveness, social skill, emotional

control, administrative skill, general charisma, and intelligence. Of these, the most

widely explored has tended to be “charisma”.

In the below lists the main leadership traits and skills identified by

Traits: Adaptable to situations

Alert to social environment

Ambitious and achievement-orientated

Assertive

Cooperative

Decisive

Dependable

Dominant (desire to influence others)

Energetic (high activity level)

Persistent

Self-confident

Tolerant of stress

- Willing to assume responsibility

Skills: Clever (intelligent)

Conceptually skilled

Creative

Diplomatic and tactful

Fluent in speaking

Knowledgeable about group task

Organized (administrative ability)

Persuasive

Socially skilled

(Stogdill in 1974)

According to my electric supply company we evaluate current and forecast impact

which is social concern through the SOWT analysis. With the help of this analysis we

can calculate the performance of company with the leadership and management.

Organisational Strength:

The strength of FESCO is their products with high and consistent quality, well

designed attractive exactly to specification Under the brand name ‘WAPDA’ a sign of

quality, strong supplier and customer loyalty.

Organisational Weakness:

The company’s weakness is as following: Ignore changes in the market place few

changes in its methods of operation; Inward looking; bureaucratic culture; centralized

authority autocratic leadership.

All these weaknesses block the way of customer-focused approach which is vital for a

business to survive in such a fast changing world.

Environmental opportunities:

FESCO has exploited the domestic order and B2B markets. These realisable

manufacture could be a great opportunity to increase market share. They can use their

knowledge and experience over the years to grasp the opportunities.

Environmental threats:

A threat is the low market growth and the strong competition. Some companies are

very aggressive in their attempts to gain market share or to maintain it. To reach their

aim they are offering high Quality products manufactured in third world low labour

cost areas at dumping prices.

Another threat is polarization of customer’s behaviour.

2. Be able to understand strategic leadership styles. 2.1 Evaluate the relationship between strategic management and leadership For the success of any business leadership and management are two main factors.

Good leadership and better management are the guaranty of better performance.

Actualy these are not different both has same visions. Good leadership will that who

follow the role of management and always keep focus on the organisation needs.

Leadership and management are both skills that an organization should possess,

courtesy of a chosen leader, with the support of its personnel. Good leadership can be

attained through practice while effective management is learned through a course.

Some good leaders are born, managements is achieve by consulting management

consultants. See, it is not just in dictionary that the two terms differ.

Leadership is when you guide the organization into a result that your group has agreed

upon. It usually works on precedence for strategic planning and management and

long-term success.

On the other hand, management is the planning and organizing of projects and

operations, allocating resources to minimize costs and maximize benefits, directing

practices and procedures, establishing controls to measure the effectiveness and

efficiencies, and motivating subordinates. Management is concerned with present

activities and the immediate results of those activities. Generally, the task of

management is a lot heavier than that of leadership.

A leader is the spearhead of the group going to a direction. And once they've found

the direction, manager will take over to have consistency and make the group prosper

after being established. Managers are incremental, while leaders are radical.

Manager's decision are usually based on the book or ethics that every members

constructed but leaders decide based on their intuitions.

But still, one cannot live without the other. Management won't take effect without the

presence of the other. A leadership without management will only give you a short-

time pleasure because more probable than not, your organization will fall as soon as

the way you succeed. Management without leadership also goes the same way. You

may have the right ingredients so you can continue, but you don't have the authority

to make them all happen. There is no such mission, vision and goal to follow so you

can have a defined direction.

When good leadership is combined with effective management, you can set a

direction and be able to manage the resources the way you want. Not only that, you

will arrive to your destination the way you have planned and wanted it.

2.2 Evaluate leadership styles and their impact on strategic decisions.

As the role of leadership is important for any organisation so leadership styles also

very important and makes a lot of impact on the strategic decision in the organisation.

There are several different leadership styles that can be identified within each of the

following Management techniques. Each technique has its own set of good and not-

so-good characteristics, and each uses leadership in a different way.

The Autocrat:

The autocratic leader dominates team-members, using unilateralism to achieve a

singular objective. This approach to leadership generally results in passive resistance

from team-members and requires continual pressure and direction from the leader in

order to get things done. Generally, an authoritarian approach is not a good way to get

the best performance from a team.

There are, however, some instances where an autocratic style of leadership may not

be inappropriate. Some situations may call for urgent action, and in these cases an

autocratic style of leadership may be best. In addition, most people are familiar with

autocratic leadership and therefore have less trouble adopting that style. Furthermore,

in some situations, sub-ordinates may actually prefer an autocratic style.

The Laissez-Faire Manager:

The Laissez-Faire manager little control over his group, leaving them to sort out their

roles and tackle their work, without participating in this process himself. In general,

this approach leaves the team floundering with little direction or motivation.

Again, there are situations where the Laissez-Faire approach can be effective. The

Laissez-Faire technique is usually only appropriate when leading a team of highly

motivated and skilled people, who have produced excellent work in the past. Once a

leader has established that his team is confident, capable and motivated, it is often

best to step back and let them get on with the task, since interfering can generate

resentment and detract from their effectiveness. By handing over ownership, a leader

can empower his group to achieve their goals.

The Democrat:

The democratic leader makes decisions by consulting his team, whilst still

maintaining control of the group. The democratic leader allows his team to decide

how the task will be tackled and who will perform which task.

The democratic leader can be seen in two lights:

A good democratic leader encourages participation and delegates wisely, but never

loses sight of the fact that he bears the crucial responsibility of leadership. He values

group discussion and input from his team and can be seen as drawing from a pool of

his team members' strong points in order to obtain the best performance from his

team. He motivates his team by empowering them to direct themselves, and guides

them with a loose reign.

However, the democrat can also be seen as being so unsure of himself and his

relationship with his sub-ordinates that everything is a matter for group discussion and

decision. Clearly, this type of "leader" is not really leading at all.

Transformational Leadership

Transformational leadership blends the behavioral theories with a little dab of trait

theories. Transactional leaders, such as those identified in contingency theories, guide

followers in the direction of established goals by clarifying role and task

requirements. However, transformational leaders, who are charismatic and visionary,

can inspire followers to transcend their own self-interest for the good of the

organization

2.3 Discuss why leadership styles need to be adapted in different situations and evaluate the impact on the organisation.

Leadership focused on trying to identify the traits that differentiated leaders from

non-leaders. These early leadership theories were content theories, focusing on "what"

an effective leader is, not on 'how' to effectively lead.

“Trait Theories 1920's and 1930”

The behavioral theorists identified determinants of leadership so that people could be

trained to be leaders. They developed training programs to change managers'

leadership behaviours and assumed that the best styles of leadership could be learned.

“Behavioral Theories 1960”

As good leadership is a backbone of every organisation so its styles are very

important to achieves the requires objectives. Every style has its personal advantages

and some disadvantages so all styles has its own values according to the situation.

The Autocrat style use in singular objectives and its need more pressure to get the

things. So we say that this style is not a good manor for the better performance.

The Laissez-Faire Manager Style just use for the small group of people. In the style

much training is not essential. This style is just effective when the workers are highly

skilled and they understand the organisation goals. In this style organisation can trust

freely because they understand their duties.

The democratic leader style makes decision between the team members they mostly

trust on their performance. In this style the led the small group of people so this style

is not make the better decision because they all can understand the objectives of the

organisation. In this style leader just check their performance and guide according to

his own monitoring. They have not the relation with massive group so this style is not

beneficial for the organisation.

3. Be able to secure achievement of organisation involvement and objectives through strategic leadership

3.1. Develop a culture of professionalism, mutual trust, respect and support within the organisation

Every organization has its own unique culture. Organizational culture can be

"described as the personality of an organization, or simply as "how things are done

around here." It guides how employees think, act, and feel."

(Hansen, n.d., para. 2)

Organization culture is a key aspect to the organization's success or failure.

Organizational culture "shapes the way people act and interact and strongly influences

how things get done."

(Adeyoyin, 2006, para. 1)

For the group member, culture is the “social glue that helps holds the organisation

together by providing appropriate standards for what employees should say and do”.

As a consequence, culture reduces an employee’s uncertainty and anxiety about

expected behaviour. An organisation’s culture differentiates it from other

organisations and helps explain why employees are attracted to one employer versus

other employers. All the various theories covered in this paper, the police force does

exhibit, practices them in various ways in their organisational culture

According to my supply company we develop professionalism and mutual trust

culture. Our HR department very careful at the time of employment. We need skilled

persons that have the knowledge of electricity and known well the requirement of

company goals. We also arrange special coaching to give the knowledge of their skills

and trust with other team members. Mutual trust is very important of the electrical

company so we arrange the meeting at the end of every month. We make the ACR

form for their promotion to monitor their respect and cooperate with other. This gives

them positive edge at the time of promotion.

From this culture we can support our organisation otherwise it is impossible to

achieve the desire goals and better performance.,

3.2 Evaluate the impact of a strategic leader’s clear focus in leading the organisation in the achievement of objectives Supervisors and managers.

A supervisors and a team leader is a strong pillar in to the success of a team. Without

them would be like playing football with no ball, “it just wouldn’t work”. They need

to be role models of good working practice and show commitment and enthusiasm

towards team objectives.

According to my electric supply company we monitor and evaluate the impact of

leader and achievement of a team by following objective.

Planning: This involves managers setting objectives, targets, and planning on

how to achieve them.

Monitoring: Supervisors monitor and measure the level of work being

inputted by the team members in order to ensure that the team is running

smoothly.

Organizing: Managers need to ensure that all their team members are

equipped with necessary tools and equipment needed to carry out the tasks

Commanding or directing: It is the team leader’s responsibility to command

and direct their team members by communicating instructions and delegating

tasks.

Performance of the organization shows the loyalty of the workers and the team leader.

If the mutual cooperation and sprits with task not shows that mean it’s lose manage

and non-serious behavior of team leader. Good team leader makes the good plan for

the better performance.

In my supply company we prefer to the leadership style and then monitor that they

follow the rule and regulation of the senior’s planning. If the leaders follow the points

so company should be get the batter performance. The better method of evaluate is

customer’s feedback and monthly units statement.

3.3. Analyse how the strategic leader supports and develops understanding of the organisation’s direction.

Organisation to increase organisational effectiveness. In today's business world,

change is an inevitable quality no matter whether what kind of organisation is in the

computer and Information technology industry or a restarts business. It is seen as a

development of nature of change. Managing change adopts a procession approach to

change.

If an organization is to be successful it must change continually in response to

significant developments such as customer needs, technological breakthrough and

government regulations. Change is a major part of working life if an organization if

an organization is to survive, grow and maintain prosperous. The researcher suggests

that the organization must be able to adapt to the environment since, these demands

are continually changing so organizations must change. Change may be imposed on a

company, in other ways change may immediately place the organization in a more

advantageous position - i.e.: maybe the leader in development of new and better

production process. It could also lead to an organization in a less advantageous

position e.g. a major section of activities may decline.

Leadership can be viewed as the macro-organizational policies that define an

organization’s vision of change, the transformation strategy, and the evaluation and

redefinition of change.

Management can be defined as the organizational policies that involve the

implementation of change including such as, for example, human resource training

programs, new hiring, and incentives and motivation policies.

Good leadership is important to organization change and growth. Transformational or

change leaders identify the need for change, articulate a vision of change, create

guiding coalitions that can help introduce and implement the change, identify the

obstacles to change. Good devises would change strategies that can lead to the

realization of organizational goals and the building of new organizational intelligence

to support effective decision-making.

A manager should be able to determine what should be changed, when considering

what should be changed in their organization factors should be looked.

People: Attitudes, leadership skills, communication, and all other characteristics of

the employees within the Organization.

Structural: Organizational controls such as policies and procedures.

Technological: Types of equipment or process that exists organizations members in

the performance of their jobs.

3.4 Discuss how strategic leadership styles are adapted to meet changing needs, and to enable organisational development and commitment.

There are three major types of leadership styles which are characterized by leadership

values, belief, state of mind, cultural organization etc, these are:

Autocratic or Authoritarian: This type of leadership style is when leaders tell their

followers what type of task needed to be accompanied or performed, how they want it

done, without the imputes of their follower or their follower’s suggestionr humanity.

The weakness to this type of leadership style is that most people perceive this type of

leadership has been bossy and too much authoritative.

Democratic or Participative style: in this style leadership involves one or more

followers or team members in decision making processes or actualization of set goals.

However, the final decision or authority is taking by the leader. The weakness to this

type of leadership style is that there is always too much interference of ideals and can

delay executions of plans.

Delegative or Free Reign type: in this leadership style describe leaders allowing

follower to make decision and are still responsible of decision that was taking. The

leader set priorities as per what needs to be accompanied, time of execution and the

final deadline for production. This type of leadership style must be used wisely

especially when dealing with trust and having confidence in followers. The only

limitation is that as a leader, failures of followers automatically become leader’s

responsibilities.

There are 7 key attributes that a leader must develop if the business is going to

develop. A leader must have vision, must be an entrepreneur, must inspire others,

must set standards, must orchestrate methods, must understand people and must

measure results.

( Roworth,2005) LEADERSHIP ATTRIBUTES)

According to my supply company we give the preference to the leadership style for

the better performance. In any leadership style we always following the following

fector. To adopt the following necessary points we are enable to meet the require

performance.

1. Vision

2. Entrepreneur

3. Inspires Others

4. Sets Standards

5. Orchestrator

6. Understands People

7. Measures Results

Conclusion:

The cultural, organisational and developmental implications are likely to be profound

for Company, due to personnel and development practitioners who are at the heart of

these changes. It shows that providing a guiding light in the transition from low to

high performance working in the HR department, it is likely to require an entirely new

professional environment. It has been shown that by magnifying the role of

management development to the 'whole department' size and shift the task of

definition of learning and work organisation from the centre to the periphery.

Management and leadership style are very important to adopt and make the change

the needs. At the end I would to say that leadership style is a hub of performance.

Reflective Statement:

With the help of this assignment I understand the lot of techniques about the

leadership style and management. I understand how to evaluate the tools and

technique during the performance and monitor the require goals. This subject gave me

the ideas to achieve the require goals with the help of team leader. I learn that team

leader commitment is very important for the better performance. I learn the methods

to check the teem performance and analyse the required goals.

This subject also helps me to understand the idea of influencing and persuading

dynamic and personal skills for the good management leader. This assignment makes

a straight line to gain the knowledge of commitment methodologies in my

organisation.

I gain a massive knowledge between strategic leadership, styles and culture of the

organisation so I am very satisfy from this assignment that I can removes my

weakness about the strategic leadership and management. At the end this subject

makes an enjoyable with knowledge.

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