strategic leadership hugh d. sherman september 6, 2008 brazilian executive seminar
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New Competitive Environment
Major Trends in the Environment? 1. Shift in Economic Power Among Nations2. Sustainability as an Opportunity3. Others?
New Competitive Environment
How has management changed to adjust?1. Work Contract2. Structure: decentralization &
empowerment3. External market measures
LEADERSHIP CONTINUUM
Strategic Leader
Transactional - Manager
Laissez-faire
Inspirational motivation –broad vision
Contingent rewards –negotiated
Absence of leadership
Coaching, encouragement
Management by exception
Little contact with employees
Assist individuals to obtain goals development
Individuals as asset to organization
Little concern
NEW LEADERSHIP THEORIES
• The new theories focus on charismatic, transformational, and visionary leadership.
• These theories emphasize the interpersonal processes between leader and followers.
Ireland & Hitt (1999) AME
LEADERSHIP IN DIFFUSE POWER STRUCTURES
• Legislative leadership skill• Relies more on persuasion, political currency
and shared interests• “ Make sure the right decisions happen – for
the long term greatness of the institution and the achievement of its mission” - Collins
STRATEGIC LEADERSHIP
Definition - Ability to anticipate, envision, maintain flexibility and empower others to create strategic change
Long term competitiveness -Need to respond quickly & appropriately to environmental change
Requires continually changing set of assumptions and accepted wisdom as to how industry operates
Ireland & Hitt (1999) AME
STRATEGIC LEADERSHIP TASKS
• Develop Strategic Vision• Core Competence• Develop Human Capital • Effective Organizational Culture• Balanced Control Systems• Ethical Practices
1. STRATEGIC VISION• Definition - a concept for a new and desirable
future reality• Provides an identity, shared values• Collins & Porras study of long term
performers (Book -Built to Last)
Strategic Vision - Purpose
• Based in Charismatic Research• Similar to mission, aim, target in that it
provides direction and focus• But focus is future opportunities, represents
a change in strategy• Taps people’s energy and emotion
STRATEGIC VISION• Peter Senge (Fifth Discipline) -One of the
most powerful forces is a shared vision. • Shared visions derive their power from a
common caring. People have a desire to be connected to an important undertaking.
STRATEGIC VISION - PITFALLS
Need to build consensus & obtain commitment versus compliance (Gertsner – “if people do not buy the logic the change will not stick”)
Takes time & patience - Not a one-shot deal
2. Organizational Culture
• Definition: shared ideology, core values which determines the way things get done
• Gertsner – “culture is isn’t just one aspect of the game – it is the game”
Organizational Culture
• High performing organizations create cultures around their strategic vision.
• Strategic leaders must sincerely believe and continuously practice the stated values. The executives must be careful to lead by example.
3. Development of People
• No job is more important than finding & developing great leaders
• “Have to have the right people on the bus..in the right seats” Collins in Good to Great
• The right people can adjust to change and develop other people
Development of People
Talented managers want:• Exciting challenges• Associated with an organization that is
making a difference• Open, trusting, performance oriented
culture
People
• Disney’s Michael Eisner “Our real product is managing talent. That is what we do here, and we never lose sight of that, because without it what do we have?
• Jack Welch - my whole job is picking and providing opportunities to the right people.
Past: Professional schools teach rational manager approach.
Only effective when world was more stable
Today: Leaders need to:•Visualize the future •Motivate, inspire employees •Ensure that the organization is adapting to changing needs
The best organizations are those that offer us the opportunity to attain meaning and fulfillment in our work.
That have a passion for making a difference.
NEW STYLE OF LEADERSHIP
Lead with purpose, meaning and values Build enduring relationships with people Authentic (definition: genuine, worthy of
trust, reliance or belief)
Man in the Arena – T. Roosevelt
"It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, because there is no effort without error or shortcoming, but who knows the great enthusiasms, the great devotions, who spends himself for a worthy cause; who, at the best, knows, in the end, the triumph of high achievement, and who, at the worst, if he fails, at least he fails while daring greatly, so that his place shall never be with those cold and timid souls who knew neither victory nor defeat."