st leadership lec 1

8/10/2019 St Leadership Lec 1

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STRATEGIC LEADERSHIP


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DEFINITION OF LEADERSHIP

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STRATEGIC LEADERSHIP

INDIVIDUALS AND TEAMS ENACT STRATEGIC

LEADERSHIP WHEN THEY THINK ACT AND

INFLUENCE IN WAYS THAT PROMOTE THE

SUSTAINABLE COMPETITIVE ADVANTAGE

OF THE ORGANIZATION


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Strategic leadership refers to an individuals

potential to express a strategic vision for the

organization, or a part of the organization, and to

motivate and persuade others to acquire that

vision.


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The main objective of strategic leadership isstrategic productivity.

Another aim of strategic leadership is to developan environment in which employees forecast theorganizations needs in context of their own job.


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Strategic leadership requires the potential toforesee and comprehend the work

environment. It requires objectivity andpotential to look at the broader picture.


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A few main traits / characteristics / features /

qualities of effective strategic leaders that do lead tosuperior performance

Loyalty

Keeping them updated

Judicious use of power Have wider perspective/outlook

Motivation

Compassion

Self-control

Social skills

Self-awareness

Readiness to delegate and authorize

Articulacy

Constancy/ Reliability


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Leadership is everyones business

It requires learning on the job.With the will power-and the heart-to continue,

you can lead the way


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Sometimes you dont know

what you have within yourself


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None of us knows our true strength

until challenged to bring it forth


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LEADERSHIP IS LEARNED

ARE LEADERS BORN OR MADE ?

WHAT WE DO WITH WHAT WE HAVE BEFORE WE DIE

IS UP TO US.


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A MYTH THAT STANDS IN THE WAY OF

PERSONAL AND ORGANIZATIONAL SUCCESS

LEADERSHIP IS ASSOCIATED WITH POSITION

LEADERSHIP IS ACTION NOT POSITION


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LEADERSHIP STARTS WITH

YOU NEVER CONQUER A MOUNTAIN,

YOU CONQUER YOURSELF

YOUR DOUBTS YOUR FEAR

YOUR OWN BELIEF IN YOURSELF


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IF AN EGG IS BROKEN BY AN OUTSIDE FORCE

LIFE ENDS

IF AN EGG IS BROKEN BY AN INSIDE FORCE

LIFE BEGINS

GREAT THINGS HAPPEN

FROM THE INSIDE


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HOW DO LEADERS MAKE A DIFFERENCE


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They

are more ef fect ive in m eet ing job related demands.

Are mo re successfu l in represent ing th e ir un i ts to up per management

Create higher perform ing teams .

Foster renewed loyal ty and comm itment .

Increase mo t ivat ional levels and the wi l l ingness to wo rk hard.

Promo te higher levels of invo lvement in team members.

Enlarge the size of thei r con gregat ions.

Expand gi f t giv ing levels.

Extend th e range of th eir services.

Reduc e absenteeism , turnov er, and drop out rates.

Possess high degrees o f person al credibi l i ty.


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FIRST LEAD YOURSELF


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LEADING QUESTIONS

How certain am I am of my own conviction about the vision and values ? What gives me the courage to continue in the face of uncertainty and adversity ?

How will I handle disappointments, mistakes, and setbacks ?

What are my strengths and weaknesses ?

What do I need to do to improve my abilities to move the organization forward ?

How solid is my relationship with my constituents ?

How can I keep my self motivated and encouraged ?

What keeps me from giving up ?

Am I the right one to be leading at this moment ? Why ?

How much do I understand about what is going on in the organization and the world inwhich it operates ?

How prepared am I to handle the complex problems that now confront my organization ?

What are my beliefs about how people ought to conduct the affairs of our organization ?

Where do I think the organization ought to be headed over the next ten years ?


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The leaders must know of the forces

Political , economic , social , moral or artisticthat effect the organization .

FOUR MORAL GOALS OF LEADERSHIP

Releasing human potential

Balancing the need of the individual and the community

Defending the fundamental values of the community

Instilling in individuals a sense of initiative and responsibility


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In performing at their personal best leaders-

Model the way

Inspire a shared vision

Challenge the process

Enable others to act

Encourage the heart

We found that leaders who more frequently engage inthe five practices are significantly more likely toachieve extraordinary results than leaders who makeuse of these practices less often.


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The 1 Thing

a Business Leader Must Doto Succeed

Focus is the single most important factor indetermining your success as a business leader.

Focus means understanding what your priorities are in

any given hour, day, month, quarter or year. Focusmeans knowing what's most important - product,service, hiring, fundraising, sales or innovation, andthen concentrating on that one thing. Focus means

knowing what's not as important in any given timeperiod.


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STRATEGY AS A LEARNING PROCESS

ASSESSING WHERE WE ARE

Markets

Competitors

Nature of industry

Govt influences

Economic & social influences

Products &services

Market position

CustomersSystems, processes & structures

Leadership

Organizational culture

Capacity

VISSION

MISSION

VALUES

KEY

STRATEGICDRIVERS

FUTURE

CAPABILITY

BUSINESS

STRATEGY

LEADERSHIP

STRATEGY

IMPLEMENTING

TACTICS

CURRENT

PERFORMANCE

CHECKING OUR PROGRESS

Learning how to get here

Understanding who we are

And where do we want to go ?Your industry

Your Company


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CONTRASTS

ANDCONTRADICTIONS


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THE SECRET TO SUCCESS IN LIFELOVE


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Reaching the top of most admired companies is not an

easy job. To make it, a company needs innovativeproducts, financial stamina, global reach, empowered

employees, and a devotion to share holders. And if

getting to the top of the list is hard, staying there is even

tougher. Every year business moves a bit faster, the

competition gets a little more menacing, and the worldseems slightly smaller. The answer to how some

companies manage to stay ahead year in and year out

isnt luck. Leadership is what it is all about. In today's

environment leaders must do far more than merely meetthe numbers. To effectively implement the strategy they

must put people first and continually connect with and

motivate their human capital.

st leadership lec 1

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