1、 2007 Thomson/South-Western. All rights reserved.,CHAPTER 12 Strategic Leadership, 2007 Thomson/South-Western. All rights reserved.,122,Strategic Leadership and Style,Strategic leadership requires the ability to: Anticipate and envision. Maintain flexibility. Empower others to create strategic chang
2、e as necessary. Strategic leadership is: Multi-functional work that involves working through others. Consideration of the entire enterprise rather than just a sub-unit. A managerial frame of reference., 2007 Thomson/South-Western. All rights reserved.,123,Strategic Leadership (contd),Effective strat
3、egic leaders: Manage the firms operations effectively. Sustain a high performance over time. Make better decisions than their competitors. Make candid, courageous, pragmatic decisions. Understand how their decisions affect the internal systems in use by the firm. Solicit feedback from peers, superio
4、rs and employees about their decisions and visions., 2007 Thomson/South-Western. All rights reserved.,124,Managers as an Organizational Resource,Managers often use their discretion when making strategic decisions and implementing strategies. Factors affecting the amount of decision-making discretion
5、 include: External environmental sources Characteristics of the organization Characteristics of the manager, 2007 Thomson/South-Western. All rights reserved.,125,Top Management Teams,Composed of the key managers who are responsible for selecting and implementing the firms strategies. A heterogeneous
6、 top management team: Has varied expertise and knowledge. Can draw on multiple perspectives. Will evaluate alternative strategies. Builds consensus., 2007 Thomson/South-Western. All rights reserved.,126,Firm Performance and Strategic Change,Heterogeneous top management teams: Have difficulty functio
7、ning effectively as a team. Require effective management of the team to facilitate the process of decision making but Are associated positively with innovation and strategic change. May force the team or members to “think outside of the box” and be more creative. Have greater capacity to provide eff
8、ective strategic leadership in formulating strategy., 2007 Thomson/South-Western. All rights reserved.,127,CEO and Top Management Team Power,Higher performance is achieved when board of directors are more directly involved in shaping strategic direction. A powerful CEO may: Appoint sympathetic outsi
9、de board members. Have inside board members who report to the CEO. Have significant control over the boards actions. May also hold the position of chairman of the board (CEO duality)., 2007 Thomson/South-Western. All rights reserved.,128,CEO and Top Management Power,Duality often relates to poor per
10、formance and slow response to change. CEOs of long tenure can also wield substantial power. CEOs can gain so much power that they are virtually independent of oversight by the board of directors. The most effective forms of governance share power and influence among the CEO and board of directors.,
11、2007 Thomson/South-Western. All rights reserved.,129,Managerial Succession,Organizations select managers and strategic leaders from two types of managerial labor markets: Internal managerial labor market Advancement opportunities related to managerial positions within a firm. External managerial lab
12、or market Career opportunities for managers in organizations other than the one for which they currently work., 2007 Thomson/South-Western. All rights reserved.,1210,Managerial Labor Market (contd),Advantages of internal managerial labor market include: Experience with the firm and industry environm
13、ent. Familiarity with company products, markets, technologies, and operating procedures. Lower turnover among existing personnel. Advantages of the external managerial labor market include: Long-tenured insiders may be “stale in the saddle”outsiders may bring fresh perspectives., 2007 Thomson/South-
14、Western. All rights reserved.,1211,Key Strategic Leadership Actions: Determining Strategic Direction,Determining strategic direction involves developing a long-term vision of the firms strategic intent. Five to ten years into the future Philosophy with goals The image and character the firm seeks Id
15、eal long-term vision has two parts: Core ideology Envisioned future, 2007 Thomson/South-Western. All rights reserved.,1212,Key Strategic Leadership Actions: Exploiting and Maintaining Core Competencies,Core competencies Resources and capabilities of a firm that serve as a source of competitive advan
16、tage over its rivals. Leadership must verify that the firms competencies are emphasized in strategy implementation efforts. Firms must continuously develop or even change their core competencies to stay ahead of competitors., 2007 Thomson/South-Western. All rights reserved.,1213,Key Strategic Leader
17、ship Actions: Developing Human Capital and Social Capital,Human capital The knowledge and skills of the firms entire workforce are a capital resource that requires investment in training and development. Social capital Relationships inside and outside the firm that help it accomplish tasks and creat
18、e value for customers and shareholders., 2007 Thomson/South-Western. All rights reserved.,1214,Key Strategic Leadership Actions: Sustaining an Effective Organizational Culture,Organizational Culture The complex set of ideologies, symbols and core values shared through the firm, that influences the w
19、ay business is conducted. Entrepreneurial Orientation Personal characteristics that encourage or discourage entrepreneurial opportunities. Autonomy Proactiveness Innovativeness Risk taking, 2007 Thomson/South-Western. All rights reserved.,1215,Key Strategic Leadership Actions: Sustaining an Organiza
20、tional Culture (contd),Changing a firms organizational culture is more difficult than maintaining it. Effective strategic leaders recognize when change in culture is needed. Shaping and reinforcing culture requires: Effective communication Problem solving skills Selection of the right people Effecti
21、ve performance appraisals Appropriate reward systems, 2007 Thomson/South-Western. All rights reserved.,1216,Key Strategic Leadership Actions: Emphasizing Ethical Practices,Effectiveness of processes used to implement the firms strategies increases when based on ethical practices. Ethical practices c
22、reate social capital and goodwill for the firm., 2007 Thomson/South-Western. All rights reserved.,1217,Key Strategic Leadership Actions: Emphasizing Ethical Practices (contd),Actions that develop an ethical organizational culture include: Establishing and communicating specific goals to describe the
23、 firms ethical standards. Continuously revising and updating the code of conduct. Disseminating the code of conduct to all stakeholders to inform them of the firms ethical standards and practices., 2007 Thomson/South-Western. All rights reserved.,1218,Key Strategic Leadership Actions: Emphasizing Et
24、hical Practices (contd),Actions that develop an ethical organizational culture include: Developing and implementing methods and procedures to use in achieving the firms ethical standards. Creating and using explicit reward systems that recognize acts of courage. Creating a work environment in which
25、all people are treated with dignity., 2007 Thomson/South-Western. All rights reserved.,1219,Key Strategic Leadership Actions: Establishing Organizational Controls,Controls Formal, information-based procedures used by managers to maintain or alter patterns in organizational activities. Controls help
26、strategic leaders to: Build credibility Demonstrate the value of strategies to the firms stakeholders Promote and support strategic change, 2007 Thomson/South-Western. All rights reserved.,1220,Key Strategic Leadership Actions: Establishing Balanced Organizational Controls,The Balanced Scorecard A f
27、ramework used to verify that the firm has established both strategic and financial controls to assess its performance. Prevents overemphasis of financial controls at the expense of strategic controls Four perspectives of the balanced scorecard Financial Customer Internal business processes Learning and growth,
