1. Strategic Leadership

2. The Nature Of Strategic Leadership
Strategic leadership is the process of providing the vision, inspiration, structure, and resources necessary to create the momentum, provide the direction, interact with the external environment, and pave the path for success of the organization
Strategic management refers to the process of providing oversight and supervision in utilizing the resources of the organization to achieve its vision and goals

3. Leadership Versus Management
Leadership deals with:
Change
Inspiration
Motivation
Influence
Resource Mobilization
Management deals with:
Planning
Organizing
Directing
Controlling
Budgeting

4. Leadership Versus Management Qualities
SOUL
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power
MIND
Rational
Consulting
Persistent
Problem solving
Tough-minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
Position power
MANAGER
LEADER
Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12

5. Four Basic Types of Managers
The Frenzied Manager: Forty percent of managers are distracted by all the tasks
The Procrastinator: Thirty percent put off doing important work
The Detached Manager: Twenty percent are disengaged from their work
The Purposeful Manager: Only these ten percent actually get job done

6. General Personality Traits Of Effective Leaders

7. Task-Related Personality Traits Of Effective Leaders

8. Components Of Strategic Leadership

9. Leaders and Managers Leaders create change/ Managers implement
Leaders mostly focus on the external environment/ Managers on the internal environment.
Leaders must be effective/ Managers be efficient
Leaders look to the future/ Managers to the present
Leaders focus on reinforcing systems, including the culture, as organizations grow
Managers focus on reinforcing individuals for their behavior within the culture

10. Source: T. Jick, The Vision Thing, HBS Note 9-490-019
Leader Visioning
Searches for ideas, concepts, perspectives till clear vision of future state crystallizes
Articulates the vision into an easy-to-grasp philosophy integrating strategy & values
Persuades employees of vision and sets an example of hard work to accomplish it
Contacts and tries to understand concerns and impact of vision on employees at all levels
Supports employees adjustment to new vision
Source: T. Jick, The Vision Thing, HBS Note

11. Leader Visioning (cont.)
Concentrates on major internal strengths that will ensure the success of the vision
Remains at the center of action, positioned as prime shaper of vision
Looks for new innovations to create and maintain core competencies
Acquires and uses power to influence stakeholders
Measures success of organization in fulfilling the vision
Aligns the culture with the vision to ensure success
Source: T. Jick, The Vision Thing, HBS Note

12. Change the Culture, Change the Game
Culture is the way people think and act in an organization. It ultimately determines whether an organization
succeeds or fails.

13. Organizational Culture
You either manage your culture or it will manage you
Doing it well is not an option, it is a necessity
How do you manage your culture?

14. Culture and Accountability
Individual and Organizational
Above the line or below the line?
Results
Actions
Beliefs
Experiences

15. “Vision without execution is hallucination”
Culture of Results
See it- Recognize what must be done
Own it- Make and investment/commitment to do it
Solve it- Recognize and eliminate barriers
Do it- Produce the right results in the right way
Results- Actual Achievement
Goals- Directional Hope
“Vision without execution is hallucination”
Thomas Edison

16. Result Oriented Action
Bring everyone with you
Clarify the desired actions
Shift to greater accountability
Build trust
Encourage constructive conflict
Train and Educate
Change in beliefs causes change in action

17. Instilling Right Beliefs
At least four principles to take to heart. People:
Validate and not invalidate beliefs
Cling to old beliefs
Fail to take accountability for their beliefs
Don’t readily change:
a. Past behavior indicator of future behavior

18. Providing Experiences
Experiences and how you create them are important:
Plan it in advance
Provide and follow it
Ask about it and evaluate
Interpret it and act on it

19. Aligning Cultural Values
Change initiatives
Cultural management tools
Focused feedback
Focused story telling
Celebration of incremental progress

20. Integrating the Culture Change
Three steps to effective integration:
Identify the opportunities for integration into meetings
Identify the opportunities for integration into systems
Evaluative systems
Formal and informal systems
Develop your integration plan in advance

21. Enroll Entire Organization
Start with accountability- Clearly define results
Get people ready for the change- Describe the process
Begin with the top and intact teams-
Establish a process control and keep it honest
Design for maximum involvement

22. The Case for Change Make it real Make it applicable to your audience
Make it simple and repeatable
Make it convincing
Make it a dialogue

23. Changing the Culture Current Culture Learn Innovate & Integrate Lead&
Implement
Evaluate
Realign
Desired
Results 1
Results 2
Action 1
Action 2
Beliefs 1
Beliefs 2
Experience 1
Experience 2

24. Leadership Alignment Process
Participation
Accountability
Discussion
Ownership
Communication
Follow-up
Alignment is a process and not an event