2. Kepemimpinan Strategis oleh Eksekutif Chapter 12
Mata kuliah : J Kepemimpinan Entrepreneurial Global
Tahun : 2010
Kepemimpinan Strategis oleh Eksekutif Chapter 12

3. Learning Objectives
Understand what organizational processes determine an organization’s performance.
Understand how top executives can influence organizational processes and improve organizational performance.
Understand the conditions that make strategic leadership especially important.
Understand the conditions that make it more difficult for a chief executive to make changes in an organization.

4. Learning Objectives (Cont.)
Understand how personal traits and tenure in office are related to a chief executive’s leadership behavior.
Understand the primary types of research used to assess the importance of strategic leadership and what has been found.
Understand the potential advantages of executive teams and the conditions that increase their effectiveness.
Understand the procedures that can be used to monitor the environment and formulate a good competitive strategy.

5. How Leaders Influence Organizational Performance
Adaptation to the Environment
Efficiency and Process Reliability
Human Resources and Relations

6. Innovation and Adaptation
Competitor and market analysis programs (market surveys, focus groups, consumer panels, comparative product testing, benchmarking competitor products and processes)
Innovation programs (intrapreneurship, quality circles, innovation goals)
Knowledge acquisition (consultants, joint ventures, import best practices from outside)
Organizational learning (knowledge management systems, postmortems, joint ventures)

7. Innovation and Adaptation (Cont.)
Temporary structural forms for implementing change (steering committee, task forces)
Growth and diversification programs (mergers and acquisitions, franchises, joint ventures)
Structural forms (research departments, small product divisions, product managers, cross-functional product development teams, facilities designed to encourage innovation)
Appraisal, recognition, and reward systems focused on innovation and customer satisfaction

8. Efficiency and Process Reliability
Performance management and goal setting programs (e.g., MBO, zero defects)
Process and quality improvement programs (quality circles, TQM, Six Sigma)
Cost reduction programs (downsizing, outsourcing, just-in-time inventory)
Structural forms (functional specialization, formalization, standardization)
Appraisal, recognition, and reward systems focused on efficiency and process reliability

9. Human Resources and Relations
Quality of worklife programs (flextime, job sharing, child care, fitness center)
Employee benefit programs (health care, vacations, retirement, sabbaticals)
Socialization and team building (orientation programs, ceremonies and rituals, social events and celebrations)
Employee development programs (training, mentoring, 360 feedback, education subsidies)

10. Human Resources and Relations (Cont.)
Human resource planning (succession planning, assessment centers, recruiting programs)
Empowerment programs (self-managed teams, employee ownership, industrial democracy)
Recognition and reward programs focused on loyalty, service, or skill acquisition

11. Ways to Influence the Performance Determinants
Leadership Behaviors
Programs, Systems, and Structure
Competitive Strategy

13. Need for Flexible, Adaptive Leadership
Need to focus on multiple performance determinants
Need to find a balance between priorities
Enhance multiple priorities at the same time
Balance impacted by changes in importance of the determinants

14. Coordinating Leadership Across Levels and Subunits
Fates of different leaders closely intertwined
Conflict and resistance impedes performance
Performance depends on how well competition and disagreements are addressed

15. Constraints on Executives
Internal Constraints
Coalitions in the organization
Strong organizational culture
External Constraints
Organization’s primary products and services
Powerful external stakeholders
Perception of the organization’s performance
Constraints and Executive Traits as Joint Determinants

16. Conditions Affecting the Need for Strategic Leadership
Periods of Reorientation
Periods of Convergence
Influence of Top Management

17. Strategic Leadership Political Power and Strategic Leadership
Executive Tenure and Strategic Leadership
Research on the Effects of CEO Leadership
Studies of CEO Succession
Case Studies of Strategic Leaders
Survey Field Studies on CEO Behavior and Firm Performance

18. Strategic Leadership by Executive Teams
Potential Advantages of Executive Teams
Potential to make better strategic decisions
Team members can compensate for weaknesses in the CEO
More likely to represent diverse interests
Important tasks are less likely to be neglected
Executive Teams and Organizational Effectiveness

19. Key Responsibilities for Top Executives
Monitoring the Environment
Developing Competitive Strategy

20. Monitoring the Environment

21. Guidelines for Formulating Strategy
Determine long-term objectives and priorities
Assess current strengths and weaknesses
Identify core competencies
Evaluate the need for a major change in strategy
Identify promising strategies
Evaluate the likely outcomes of a strategy
Involve other executives in selecting a strategy

22. Guidelines for External Monitoring
Identify relevant information to gather
Use multiple sources of relevant information
Learn what clients and customers need and want
Learn about the products and activities of competitors
Relate environmental information to strategic plans