explain why leadership is important in strategy implementation

describe the strategic nature of leadership and its importance in the strategy process

Strategic Leadership


Strategic leadership is
• The ability to anticipate, envisions, maintain flexibility and empower others to create strategic change
• Establishes a direction, and then ‘motivates, inspires and aligns people to move towards

r and p!!!!!!!!!!!!!!!!!!!!!!!!

Opposing views on importance of leadership

The importance of strategic leadership


BHIC




  1. Leadership is the force that makes things happen

  2. Leadership performs a ‘boundary’ function to adapt the organisation to changing external conditions under which it must operate

  3. Leadership must also coordinate the internal dynamics and groups inside an organisation.

  4. Organisations are increasingly using the strategy process as an approach to  stay in front of the competition, and to be innovative and ethically responsible. Because strategic success is complex, it requires a coordinated effort from the organisation, which needs an effective strategic leader.

downplay importance

Structure and the environment determine leadership style

There is a view that the organisational structure and internal culture act as significant determinants of the style of leadership chosen, and the ultimate success or failure of that leader.

the environment in which the organisation operates plays a large part in determining the type of leader that will be effective, and forms part of the challenges and constraints that


the leader will encounter.

view treats leadership as a function and reflection of the organisation, not a personal behaviour

Over-attribution of outcomes to leaders rather than the overall organisation


Attribution Theory

argues that people attempt to make sense of events by seeing outcomes in terms of external or internal causes.

Combine Both


Perhaps a synthesis of both perspectives would better explain the relationship between leadership and the organisation. A synthesis might view leadership as working within and being mediated by contextual factors that together determine organisational outcomes. We can predict reasonably well who can best lead a group and explain under what conditions a given approach is likely to improve organisational performance and employee satisfaction.

A broader


understanding of leadership and organisational outcomes is afforded by recognising the context and the structural forces within which leaders must act.

table 7.4!!!!!!!!!!!!!!!

describe the strategic nature of leadership and its importance in the strategy process

The domain of strategic leadership is described by Daft (1999) as encompassing the vision, mission, strategy and structure of an organisation. Daft describes the role of the strategic leader as being accountable for successfully integrating the external environment with the strategic choices, vision and mission.

Kotter:


Strategic leadership is ‘the ability to anticipate, envision, maintain flexibility and empower others to create strategic change as necessary’



This definition mirrors Kotter’s (1999), where he considers leadership to be a process that
‘establishes a direction’,
and then ‘motivates, inspires and
aligns people to move towards that direction’.

As discussed earlier, there are two contrasting views on the importance of leadership. The more traditional view follows the idea that leadership is critical for success. The opposing view rejects this idea because a large number of constraining factors limit the power of leaders. It suggests that, although anything that happens, good or bad, is attributed to the actions of leaders,


this attribution is a simplistic explanation for a complex series of events in which leaders have played only a minor part. In this module, we acknowledge that, while leadership is not the only factor in determining success, it is still an essential component and has a major influence.

Because strategic success is complex, it requires a coordinated effort from the organisation, which needs an effective strategic leader. Successful strategies require commitment, not just acceptance. Therefore, one of the roles of leaders in the organisation is to inspire commitment.


, organisations are increasingly using the strategy process as an approach to stay in front of the competition

The role of leaders in implementing strategy

Develop projects that will support the implementation of the strategy
Deal with the change that results
Make sure policies are enforced
Ensure changes are accepted both culturally and behaviourally
Ensure resources are effectively utilised


Kotter’s steps are crucial for leaders:
Establish a sense of urgency
Communicate the vision
Empower others to act
Make new approaches ingrained in the organisation

Communication – leader need to provide: (Communicate the vision)
• Current situation:
a. What currently works; and
b. Problems, or future problems (identifying the need for change); and
• Recommended change:
a. Outline and benefits; and
b. Risks and problems

To assess whether each phase has been given adequate time, consider the following questions:


Have people been given the opportunity to express their feelings in an open and protected manner?
Have concerns raised formally or informally been acknowledged and discussed?


Has there been recognition of what was achieved in the past, while marking or celebrating that change towards the new direction has been embraced?
Have the requirements and expectations of the new direction been understood clearly to avoid unnecessary fear and disruption?
FREC

table 7.7!!!!!!!!!!!!!!!!