7/28/2019 Handout Strategic Leadership tutorial
1/29
1/19/2011
1
Handout SL
Pertemuan 1-2
Eksekutif Reguler
Mengapa Strategic Leadership?
Konsentrasi Strategic Management adalahKonsentrasi Strategic Management adalah Suatu konsentrasi studi manajemen yang lebih mengupayakan perolehan wawasan bagiSuatu konsentrasi studi manajemen yang lebih mengupayakan perolehan wawasan bagi
peserta untuk dapat mengambil keputusan strategis dan mampu mengendalikan sertapeserta untuk dapat mengambil keputusan strategis dan mampu mengendalikan sertamengevaluasi implementasi strategi atau bagian strategi dari suatu organisasi /mengevaluasi implementasi strategi atau bagian strategi dari suatu organisasi /perusahaan.perusahaan.
Apakah keputusan strategis hanya diperlukanApakah keputusan strategis hanya diperlukan--oleh / diwajibkanoleh / diwajibkan--bagi pimpinanbagi pimpinantertinggi suatu organisasi?tertinggi suatu organisasi? Tidak. Karena semakin banyak karyawan yang mampu berpikir strategis dan mendukungTidak. Karena semakin banyak karyawan yang mampu berpikir strategis dan mendukung
keputusan strategis, semakin mudah organisasi itu merubah, merencanakan, dankeputusan strategis, semakin mudah organisasi itu merubah, merencanakan, danmenjalankan strateginya.menjalankan strateginya.
Jadi bagaimana strategic leadership diarahkan untuk kelas ini?Jadi bagaimana strategic leadership diarahkan untuk kelas ini? Kelas ini akan mengkaitkan setiap langkah dalam mengelola strategi dengan pendekatanKelas ini akan mengkaitkan setiap langkah dalam mengelola strategi dengan pendekatan
leadership yang secara konsepsional maupun secara praktis diperlukan untukleadership yang secara konsepsional maupun secara praktis diperlukan untukmenjalankannya. Karena sesuai dengan tujuan konsentrasi Strategic Management danmenjalankannya. Karena sesuai dengan tujuan konsentrasi Strategic Management dankebutuhan organisasi, maka setiap individukebutuhan organisasi, maka setiap individu -- dalam posisi dan tanggung jawab apa pundalam posisi dan tanggung jawab apa pun --sangat diharapkan dapat menjalankan leadershipnya untuk memberikan kontribusinyasangat diharapkan dapat menjalankan leadershipnya untuk memberikan kontribusinyapada organisasi / perusahaan.pada organisasi / perusahaan.
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
2/29
1/19/2011
2
Jadi keuntungan apa yang bisa diperoleh
peserta dari kelas ini?
Setiap individu dapat mengidentifikasikan peran leadershipnya yang terbaikSetiap individu dapat mengidentifikasikan peran leadershipnya yang terbaikdalam posisi dan pekerjaannya saat ini.dalam posisi dan pekerjaannya saat ini.
Setiap individu dapat memahami peran leadership atasannya sehingga lebihSetiap individu dapat memahami peran leadership atasannya sehingga lebihbisa memberikan dukungannya.bisa memberikan dukungannya.
Setiap individu dapat memahami peran leadership bawahannya sehinggaSetiap individu dapat memahami peran leadership bawahannya sehinggalebih mudah untuk mendelegasikan wewenangnya dengan lebih efektif.lebih mudah untuk mendelegasikan wewenangnya dengan lebih efektif.
Setiap individu akan dapat memerankan leadershipnya terhadap atasan,Setiap individu akan dapat memerankan leadershipnya terhadap atasan,teman sejawat, dan bawahannya dalam konteks pekerjaan sehariteman sejawat, dan bawahannya dalam konteks pekerjaan sehari--harihari terlebih lagiterlebih lagi -- dalam keputusan strategis organisasi / perusahaan secaradalam keputusan strategis organisasi / perusahaan secara
efektif.efektif.
Last but not least, materi kelas ini bisa sebagai referensi untuk mendukungLast but not least, materi kelas ini bisa sebagai referensi untuk mendukungkarir kerja.karir kerja.
What is StrategicWhat is Strategic Decision?Decision? (Harper C. Stephen(Harper C. Stephen Forward FocusedForward FocusedOrganization)Organization)
A Decision for Long term Future Attainments.A Decision for Long term Future Attainments.
It is not routine activity, but it does certainly ableIt is not routine activity, but it does certainly ableto assure the future success.to assure the future success.
It is a change decision.It is a change decision. The real change is change the paradigm: the way weThe real change is change the paradigm: the way we
see the (future) world.see the (future) world.
If you see the same future, you do not lead, you justIf you see the same future, you do not lead, you justmanage the routines.manage the routines.
Your decisions should be unprecedented ones.Your decisions should be unprecedented ones.
Needs top management commitments.Needs top management commitments.
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
3/29
1/19/2011
3
Long-Range Planning Vs Strategic Planning (FlorenceGreen, Strategic Planning: Blueprints for Success, California Association of Nonprofit, 1994)
Long Range PlanningLong Range Planning
The future is predictable.The future is predictable.
Current trend would be continuedCurrent trend would be continued
and extended.and extended.
Planning is a periodical processes.Planning is a periodical processes.
Referring to the most possibleReferring to the most possible
future and more focused onfuture and more focused onmapping to what have happenedmapping to what have happened
and knowing why.and knowing why.
Questioning: In what business weQuestioning: In what business we
areare
Strategic PlanningStrategic Planning
The future is unpredictable.The future is unpredictable.
Expecting new trend, change, andExpecting new trend, change, andsurprised.surprised.
Planning is a continuous processes.Planning is a continuous processes.
Taking into account several possibleTaking into account several possiblefutures, and give emphasis to strategicfutures, and give emphasis to strategic
development with organizationaldevelopment with organizationalenvironment assessments.environment assessments.
Questioning: In what business weQuestioning: In what business weshould be? Do we do what it shouldshould be? Do we do what it should
be?be?
Menciptakan masa datang.
Top-down -- Bottom-up
Membimbing perilaku
manajemen
Berfokus padacustomer
eksternal lebih dulu
Efektivitas
Penekanan pada proses
Proaktif
Memperpanjang masa kini(biasanya lebih pendek dpperencanaan strategis)
Bottom-up / staff-generated
Tidak membimbing perilaku
manajemen Berfokus pada customer
internal dulu
Efisiensi
Penekanan pada rencana
Reaktif
Perencanaan lain :Perencanaan strategis :
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
4/29
1/19/2011
4
Kategori Perusahaan
a. Perusahaan yang sukses dimasa lalu dan mengagung-
agungkan masa lalu.
b. Perusahaan yang hidup di masa kini dan cukup sukses.
c. Perusahaan yang mempersiapkan diri untuk masa
depan dan mempromosikan diri mereka menghadapi
waktu berbeda.
d. Perusahaan yang menciptakan masa depan denganmerubah segala kemungkinan, peluang hasil yang bisa
diproses, bahkan kondisi lingkungan (alam).
(Harper C. Stephen) Forward-Focused Organization.
Empat Kategori Perusahaan Dalam Melihat Masa Depan
ForecastingNow
Past Now Future
Values and
ForesightVISION
Missioning
R
eflection
Past Performance is a
baseline for deciding
What we do for the
future now
Strategy is Directin g an dMapping
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
5/29
1/19/2011
5
Managing in New Competitive Era
GlobalizationGlobalization
Technology DevelopmentTechnology Development
Knowledge Management / EconomyKnowledge Management / Economy
CrossCross--Border Collaborations.Border Collaborations.
Rapidly Changing Global ScenarioRapidly Changing Global Scenario
Shortening life cycle of products and services If you understand thetechnology, it is obsolete
Rapidly changing business environment Its not the bigthat eats the small; its the fast that eats the slow
Globalizationof world economies, technologies and innovations
Shift of emphasis from a decaying industrial economy to a knowledge-
based entrepreneurial economy driven by innovative technology
"It's not the strongest nor most intelligent of the species that survive; it is the
one most adaptable to change" - Charles Darwin
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
6/29
1/19/2011
6
New KnowledgeNew Knowledge--driven Economydriven Economy
Shift from Industrial to KnowledgeShift from Industrial to Knowledge--Based EnterpriseBased EnterpriseTHE INDUSTRIAL ENTERPRISETHE INDUSTRIAL ENTERPRISE NEW KNOWLEDGENEW KNOWLEDGE--BASED ENTERPRISEBASED ENTERPRISE
Corporate AttributesCorporate Attributes Corporate AttributesCorporate Attributes
Economies of scaleEconomies of scale Smaller business unitsSmaller business units
Standardization of workStandardization of work Customization of workCustomization of work
Standardization of workforceStandardization of workforce Flexible, skill based workforceFlexible, skill based workforce
Financial capital as scarce resourceFinancial capital as scarce resource Human capital as scarce resourceHuman capital as scarce resource
Corporate HQ as operational controllerCorporate HQ as operational controller HQ as advisor & core competency guardianHQ as advisor & core competency guardian
Hierarchical pyramid structureHierarchical pyramid structure Flat or networked structureFlat or networked structure
Employees seen as expenseEmployees seen as expense Employees seen as investmentEmployees seen as investment
Internally focused topInternally focused top--down governancedown governance Internal & external distributed governanceInternal & external distributed governance
Individualistic orientationIndividualistic orientation Team orientationTeam orientationInformation based on "need to know"Information based on "need to know" Open & distributed information systemOpen & distributed information system
Vertical decision makingVertical decision making Distributed decision makingDistributed decision making
Emphasis on stabilityEmphasis on stability Emphasis on changeEmphasis on change
Emphasis on vertical leadershipEmphasis on vertical leadership Emphasis on empowered self Emphasis on empowered self--leadershipleadership
How to Achieve with 2
Approaches
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
7/29
1/19/2011
7
Alternative Models of Superior ReturnsAlternative Models of Superior Returns
ResourceResource--BasedBased
ModelModel
Industrial OrganizationIndustrial Organization
ModelModel
The External EnvironmentThe External Environment
An Attractive IndustryAn Attractive Industry
Strategy FormulationStrategy Formulation
Assets and SkillsAssets and Skills
Strategy ImplementationStrategy Implementation
Superior ReturnsSuperior Returns
ResourcesResources
CapabilityCapability
Competitive AdvantageCompetitive Advantage
An Attractive IndustryAn Attractive Industry
Strategy ImplementationStrategy Implementation
Superior ReturnsSuperior Returns
StrategicFit
StrategicStretch
Fit to Stretch 2ASPEK FIT STRETCH
1 Bagaimana
Perusahaan
membangun
COMPETITIVE
ADVANTAGE
Mengoreksi
Positioning Produk
menghadapi
perubahan-
perubahan yang
terjadi di pasar
???? Perbedaan
Competency
dibangun agar
menciptakan sesuatu
yang berbeda
sehingga bisa
tercipta kebutuhan
baru di pasar
????
2 Bagaimana
MEMPERTAHANKAN
BAGIAN PASAR(MARKET SHARE)
Mencari celah pasar /
pasar baru dan
mempertahankannya.
???? Merubah cara / arti
berbisnis (rule of the
game) di pasar.
????
3 Bagaimana usaha-
usaha yang dilakukan
dalam MENGURANGI
RESIKO?
Menambah porfolio
produk / bisnis
???? Membangun portfolio
Competencies
????
4 DUKUNGAN
INVESTMENT yang
diusahakan / yang
sering disetujui
Investasi untuk
bersaing di pasar
yang berubah dan
menambah divisi /
subdivisi
???? Investasi untuk
meningkatkan dan
menambah
Competencies.
????
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
8/29
1/19/2011
8
Blue Ocean Strategy Fit dan
Stretch
Blue Ocean vs. Red Ocean StrategyBlue Ocean vs. Red Ocean Strategy
Create uncontested
market space
Make the competition
irrelevant
Create and capture new
demand
Compete in existing
market space
Beat the competition
Exploit existing demand
Blue Ocean StrategyBlue Ocean Strategy Red Ocean StrategyRed Ocean Strategy
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
9/29
1/19/2011
9
Blue Ocean vs. Red Ocean StrategyBlue Ocean vs. Red Ocean Strategy
Break the value- cost
trade off
Align the whole system of
a firms activities with its
strategic choice of
differentiation and lowcost
Make the value-cost trade
off
Align the whole system of
a firms activities with its
strategic choice of
differentiation or low cost
Blue Ocean StrategyBlue Ocean Strategy Red Ocean StrategyRed Ocean Strategy
Generic Strategy
AverageCost in
Industry
AveragePrice in
Industry
CostLeadership
DifferentiationSuccessful
Stuck inthe Middle
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
10/29
1/19/2011
10
Two Strategic Logic
Industry Assumptions: Industrysconditions are given
Strategic Focus: A company shouldbuild competitive advantages. The aimis to beat the competition.
Customers: A company should retainand expand its customer base throughfurther segmentation andcustomization. It should focus on thedifferences in what customers value.
Assets and Capabilities: A companyshould leverage its existing assets andcapabilities.
An Industrys traditional boundariesdetermine the products and services acompany offers. The goal is tomaximize the value of those offerings.
Industrys conditions can be shape.
Competition is not the benchmark. Acompany should pursue a quantum leapin value to dominate the market.
A value innovator targets the mass ofbuyers and willingly lets some existingcustomer go. It focuses on the keycommonalities in what customers value.
A company must not be constrained bywhat it already has. It must ask, whatwould we do if we were starting anew?
A value innovator thinks in terms of thetotal solution customer seek, even if thattakes the company beyond its industrystraditional offerings.
Conventional Logic Value Innovation Logic
Four Action FrameworkFour Action Framework
EliminateEliminate
ReduceReduce
RaiseRaise
CreateCreate
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
11/29
1/19/2011
11
Four Action FrameworkFour Action Framework
The Case of Cirque du Soleil (A Circus Company)The Case of Cirque du Soleil (A Circus Company)
Theme
Refined environment
Multiple productions
Artistic music and dance
EliminateEliminate ReduceReduce
RaiseRaiseCreateCreate
Star performers
Animal shows
Aisle concession sales
Multiple show arenas
Fun and humor
Thrill and danger
Unique venue
Balanced Scorecard, Fit and
Stretch Strategic Implementation.
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
12/29
1/19/2011
12
Source: Kaplan and Norton
Customers/CitizensMeasure Target Initiat iveObjective Customers
Measure Target Initiat iveObjectiveInternal Business
Processes
Measure Target Initiat iveObjective
Learning & Growth
Learning & Growth
Objective Measure Target Initiat ive
Budget
Financial
Four Perspectives of the
Balanced Scorecard
StrategyStrategy
Balanced Scorecard
(Kaplan-Harvard)
Jangkavs
Jangka
Panjang Pendek
Efisienvs Kualitas
Internal vs External
Hasil vs Process
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
13/29
1/19/2011
13
RBT Strategic Alignment
Financial
Customer
Internal Process
Learning & Growth
1. Knowledge & skills of1. Knowledge & skills of
employees is foundation for allemployees is foundation for all
innovation and improvements.innovation and improvements.
2. Skilled, empowered2. Skilled, empowered
employees will improveemployees will improve
The ways they work.The ways they work.
3. Improved work processes3. Improved work processes
will lead to increasedwill lead to increased
customer satisfaction.customer satisfaction.
4. Increased customer4. Increased customer
satisfaction will lead tosatisfaction will lead to
better financial results.better financial results.
Internal Process PerspectiveInternal Process Perspective
Financial PerspectiveFinancial Perspective
Learning & Growth PerspectiveLearning & Growth Perspective
Customer PerspectiveCustomer Perspective
Return onInvestment
Pri ce Quali ty T im e Func tion ImageRelatio-
ship
Value Proposition
Sources of Growth Sources of Product iv i ty
Technology
Infrastructure+ +
Make theSale
Deliver theProduct
ServiceExceptionally
RevenueStrategy
ProductivityStrategy
1. The economic model of
key levers driving financial
performance
2. The value proposition of
target customers
3. The value chain of core
business processes
4. The critical enablers of
performance improvement,
change and learning
Generic Strategy Map
Staff
Competencies
Build theBrand
Climate for
ActionTechnology
Infrastructure
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
14/29
1/19/2011
14
Leader, Manager, Strategic
Leadership
Management Functions
Planning
Coordinating / Organizing
Directing or Actuating or Leading:
When youve planned a ground-breaking scenario and haveorganized perfectly the activities and the people, dont expect a
good film youll make, or even expect that the shooting will run as
you wish, except you make people move and act
Steven Spielberg, Film Director.
Controlling
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
15/29
1/19/2011
15
Management Functions
Planning Organizing Leading Controlling1.Defining goals 1.Determining 1.Directing Monitoring2.Establishing what needs to 2.Motivating activities to
strategy done all involved ensure that3.Developing 2.How it will parties they aresubplans be to done 3.Resolving accomplished
coordinate 3.who is to do conflicts as plannedactivities it
Resulting inAchieving the
organizations
stated purpose
LEADERSHIP
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
16/29
1/19/2011
16
Leadership Defined (Yukl)
_Leadership is the process of influencing
others to understand and agree about what
needs to be done and how it can be done
effectively, and the process of facilitating
individual and collective efforts to accomplish
the shared objectives.
Pemimpin dan Pimpinan
PemimpinPimpinan
(supervisor/manager)
PengakuanPengakuan
Pemberian (wewenang)Pemberian (wewenang)
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
17/29
1/19/2011
17
PEMIMPIN >< BOSS
Pemimpin adalah Teladan, Boss adalah Kedudukan(sering mengidentifikasikan dirinya dengan posisi /jabatannya).
Pemimpin menggunakan kekuasaan secara cerdasdan peka, Boss menggunakan kekuasaan untukmempertahankan kedudukan.
Pemimpin dihormati, Boss ditakuti.
Pemimpin mempertahankan fokus kelompoknyapada visi dan misi, Boss sempoyongan dari satu
krisis ke krisis yang lain.
John AdairJohn Adair
4 Kategori Pemimpin Maxwell
Pemimpin yang Terkemuka Dilahirkan dengan kualitas kepemimpinan
Telah melihat model kepemimpinan sepanjang kehidupannya.
Telah mempelajari tambahan kepemimpinan melalui latihan.
Mempunyai disiplin pribadi untuk menjadi pemimpin besar.
Pemimpin Hasil Belajar Telah melihat model kepemimpinan sepanjang kehidupannya.
Telah mempelajari kepemimpinan melalui pelatihan
Mempunyai disiplin pribadi untuk menjadi pemimpin besar.
Pemimpin Laten Belum lama ini melihat model kepimpinan.
Telah mempelajari kepemimpinan melalui latihan
Mempunyai disiplin pribadi untuk menjadi pimpinan besar.
Pemimpin yang Terbatas Hanya sedikit atau tidak pernah melihat pemimpin
Hanya sedikit atau tidak pernah mendapat latihan kepemimpinan
Punya keinginan untuk menjadi pemimpin.
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
18/29
1/19/2011
18
Four Different Ways of Understanding
Leadership
Person: is it WHO leaders are that makes them leaders?(Trait and Skills)
Result: is it WHATleaders achieve that makes themleaders? (Organization Performance and FollowersSatisfactions)
Process: is it HOWleaders get things done that makesthem leaders? (Behavior)
Position: is it WHEREleaders operate that makes themleaders? (Contingency)
(Keith Grint, 2005)
PhenomenonMost Managers:
Head
Doing things right
Resources
Telling/instructing
Process
Imposing rules
Freezing
Standardising
Providing Answers
Leader:
Heart
Doing right things
Creating/designing
Listening/empowering
Inspiring
Negotiating
Un-freezing & re-freezing
Creating new
Asking great Questions
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
19/29
1/19/2011
19
Tidak setiap orang akan menjadi
pemimpin terkemuka (besar),
tetapi setiap orang bisa
menjadi pemimpin yang lebih
baik.
Setiap Orang adalah Seorang Pemimpin
Tidak ada satu orang pun yang dikecualikan untukmenjadi pemimpin atau menjadi pengikut
Setiap orang memimpin di suatu bidang dan dipimpindi bidang lain.
Setiap orang mempengaruhidan dipengaruhioranglain.
Orang yang paling tertutup mempengaruhi 10.000orang lain dalam masa hidupnya.
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
20/29
1/19/2011
20
Thomas Frieden, Gabriel Jordi 39
Strategic Leadership is defined as the ability toStrategic Leadership is defined as the ability to
influence others to voluntarily make dayinfluence others to voluntarily make day--toto--dayday
decisions that enhance the longdecisions that enhance the long--term viability of theterm viability of the
organization, while maintaining its shortorganization, while maintaining its short--term financialterm financial
stability.stability.
(Rowe(Rowe
2001, p. 83)2001, p. 83)
ManagingManaging
VisioningVisioning
Strategic Leadership defined
Military Leadership
SKILLSSKILLS DIRECT LEADERSHIPDIRECT LEADERSHIP ORGANIZATIONALORGANIZATIONAL
LEADERSHIPLEADERSHIP
STRATEGICSTRATEGIC
LEADERSHIPLEADERSHIP
INTERPERSONALINTERPERSONAL CommunicatingCommunicating Understanding SoldierUnderstanding Soldier CommunicatingCommunicating
SupervisingSupervising SupervisingSupervising Using DialogueUsing Dialogue
CounselingCounseling CounselingCounseling NegotiatingNegotiating
Achieving ConsensusAchieving Consensus
Building StaffsBuilding Staffs
CONCEPTUALCONCEPTUAL Creative ReasoningCreative Reasoning Establish IntentEstablish Intent EnvisioningEnvisioning
Creative ThinkingCreative Thinking Fil tering InformationFiltering Information Developing Frames ofDeveloping Frames of
ReferenceReference
Ethical ReasoningEthical Reasoning Understanding SystemsUnderstanding Systems Dealing with uncertaintyDealing with uncertainty
and ambiguityand ambiguity
Reflective ThinkingReflective Thinking
TECHNICALTECHNICAL Knowing EquipmentsKnowing Equipments Maintaining Critical SkillsMaintaining Critical Skills Strategic ArtStrategic Art
Operating EquipmentsOperating Equipments ResourcingResourcing Leveraging TechnologyLeveraging Technology
Predicting 2Predicting 2ndnd and 3and 3rdrd EffectsEffects Political Goals intoPolitical Goals into
military objectivesmilitary objectives
TACTICALTACTICAL DoctrineDoctrine SynchronizationSynchronization
Field CraftField Craft OrchestrationOrchestration
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
21/29
1/19/2011
21
ACTIONSACTIONS DIRECT LEADERSHIPDIRECT LEADERSHIP ORGANIZATIONALORGANIZATIONAL
LEADERSHIPLEADERSHIP
STRATEGICSTRATEGIC
LEADERSHIPLEADERSHIP
INFLUENCINGINFLUENCING CommunicatingCommunicating CommunicatingCommunicating Communicat ingCommunicating
Decision MakingDecision Making Decision MakingDecision Making Decision MakingDecision Making
MotivatingMotivating MotivatingMotivating MotivatingMotivating
OPERATINGOPERATING Planning and PreparingPlanning and Preparing Planning and PreparingPlanning and Preparing Strategic PlanningStrategic Planning
ExecutingExecuting ExecutingExecuting ExecutingExecuting
AssessingAssessing AssessingAssessing Strategic AssessingStrategic Assessing
IMPROVINGIMPROVING DevelopingDeveloping DevelopingDeveloping DevelopingDeveloping
BuildingBuilding BuildingBuilding BuildingBuilding
LearningLearning LearningLearning LearningLearning
Military Leadership
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
22/29
1/19/2011
22
Thomas Frieden, Gabriel Jordi 44
A dual continuum of managerial, visionary and strategic leadership
(Rowe, 2001)
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
23/29
1/19/2011
23
Managerial Leadership
Thomas Frieden, Gabriel Jordi 45
Involves stability and the preservation of the existing order, goals arise
out of necessities
Relate to people according to their roles in the decision making process
Are sensitive to the past, are reactive
Expert in functional area
Day-to-day activity
Engage in short-term performance
Belief in determinism: choices determined by internal and external
environment
Thomas Frieden, Gabriel Jordi 46
Visionary Leadership
Are proactive, shape ideas, change the way people think
Develop new approaches for longstanding problems, take high
risk
Influence attitudes and opinions of others
Concerned with insuring the future of the organization
Know less than their functional area experts
Base their decisions on values
Believe in strategic choice
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
24/29
1/19/2011
24
Thomas Frieden, Gabriel Jordi 47
Strategic Leadership
Synergistic combination of managerial and visionary leadership
Oversee day-to-day and long-term responsibilities
Value-based decisions, ethical behavior
Use strategic / financial control tools
Strong, positive expectations
Nonlinear / linear thinking
Believe in strategic choice: their choices impose change
Through strategic leadership an organization can timely adapt
its behaviors and exploit different growth opportunities
Definition of strategic leadership used:
Strategic leadership is defined as a persons ability to
anticipate, envision, maintain flexibility, think strategically, and
work with others to initiate changes that will create a viable
future for the organization.
Strategic Leadership
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
25/29
1/19/2011
25
Level of Conceptualization of Leadership
(Influence Processes)
Intra-Individual
Processes
Dyadic (Inter-personal)Processes
Group Processes(How a leader contributes tointernal group effectiveness)
Organizational Processes(How a leader contribute to the success of
organizational role in its environmental open system
7S McKinsey Strategic Leadership
Structur
e
Staff
Strategy
Skills
Systems
Style
Shared
values
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
26/29
1/19/2011
26
51
DeterminingStrategicDirection
DeterminingStrategicDirection
Exploiting &Maintaining
CoreCompetencies
Exploiting &Maintaining
CoreCompetencies
DevelopingHumanCapital
DevelopingHumanCapital
Sustainingan Effective
OrganizationalCulture
Sustainingan Effective
OrganizationalCulture
EmphasizingEthical
Practices
EmphasizingEthical
Practices
EstablishingBalanced
OrganizationalControls
EstablishingBalanced
OrganizationalControls
Exercise of Effective Leadership
Effective Strategic LeadershipEffective Strategic Leadership
52
Strategic direction means the development of a long-term vision of a firms strategic intent.
A charismatic leader can help achieve strategic intent.
It is important not to lose sight of the strengths of theorganization when making changes required by a newstrategic direction.
Executives must structure the firm effectively to helpachieve the vision.
DeterminingStrategicDirection
Determining
Strategic
Direction
DeterminingDetermining
StrategicStrategic
DirectionDirection
Exploiting &Maintaining
CoreCompetencies
Exploiting &Exploiting &MaintainingMaintaining
CoreCoreCompetenciesCompetencies
DevelopingHumanCapital
DevelopingDevelopingHumanHumanCapitalCapital
Sustainingan Effective
OrganizationalCulture
SustainingSustainingan Effectivean Effective
OrganizationalOrganizationalCultureCulture
EmphasizingEthical
Practices
EmphasizingEmphasizingEthicalEthical
PracticesPractices
EstablishingBalanced
OrganizationalControls
EstablishingEstablishingBalancedBalanced
OrganizationalOrganizationalControlsControls
Effective Strategic LeadershipEffective Strategic LeadershipEffective Strategic Leadership
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
27/29
1/19/2011
27
53
Exploiting &MaintainingCore Competencies
DeterminingStrategic
Direction
DeterminingDetermining
StrategicStrategic
DirectionDirection
Exploiting &Maintaining
CoreCompetencies
Exploiting &Exploiting &MaintainingMaintaining
CoreCoreCompetenciesCompetencies
DevelopingHumanCapital
DevelopingDevelopingHumanHumanCapitalCapital
Sustainingan Effective
OrganizationalCulture
SustainingSustainingan Effectivean Effective
OrganizationalOrganizationalCultureCulture
EmphasizingEthical
Practices
EmphasizingEmphasizingEthicalEthical
PracticesPractices
EstablishingBalancedOrganizational
Controls
EstablishingEstablishing
BalancedBalancedOrganizationalOrganizational
ControlsControls
Effective Strategic LeadershipEffective Strategic LeadershipEffective Strategic Leadership
Core competencies are resources and capabilities that serve asa source of competitive advantage for a firm over its rivals.
Strategic leaders must verify that the firms competencies areemphasized in strategy implementation efforts.
In many large firms, and certainly in related diversified ones,core competencies are exploited effectively when they are
developed and applied across different organizational units. Core competencies cannot be developed or exploited effectively
without developing the capabilities of human capital.
54
DevelopingDevelopingHumanHumanCapitalCapital
Determining
Strategic
Direction
DeterminingDetermining
StrategicStrategic
DirectionDirection
Exploiting &Maintaining
CoreCompetencies
Exploiting &Exploiting &MaintainingMaintaining
CoreCoreCompetenciesCompetencies
DevelopingHumanCapital
DevelopingDevelopingHumanHumanCapitalCapital
Sustainingan Effective
OrganizationalCulture
SustainingSustainingan Effectivean Effective
OrganizationalOrganizationalCultureCulture
EmphasizingEthical
Practices
EmphasizingEmphasizingEthicalEthical
PracticesPractices
EstablishingBalanced
OrganizationalControls
EstablishingEstablishingBalancedBalanced
OrganizationalOrganizationalControlsControls
Effective Strategic LeadershipEffective Strategic LeadershipEffective Strategic Leadership
Human capitalrefers to the knowledge and skills of thefirms entire workforce.
Employees are viewed as a capital resource thatrequires investment.
No strategy can be effective unless the firm is able todevelop and retain good people to carry it out.
The effective development and management of thefirms human capital may be the primary determinant ofa firms ability to formulate and implement strategiessuccessfully.
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
28/29
1/19/2011
28
55
Sustaining anEffectiveOrganizationalCulture
DeterminingStrategic
Direction
DeterminingDetermining
StrategicStrategic
DirectionDirection
Exploiting &Maintaining
CoreCompetencies
Exploiting &Exploiting &MaintainingMaintaining
CoreCoreCompetenciesCompetencies
DevelopingHumanCapital
DevelopingDevelopingHumanHumanCapitalCapital
Sustainingan Effective
OrganizationalCulture
SustainingSustainingan Effectivean Effective
OrganizationalOrganizationalCultureCulture
EmphasizingEthical
Practices
EmphasizingEmphasizingEthicalEthical
PracticesPractices
EstablishingBalancedOrganizational
Controls
EstablishingEstablishing
BalancedBalancedOrganizationalOrganizational
ControlsControls
Effective Strategic LeadershipEffective Strategic LeadershipEffective Strategic Leadership
An organizational culture consists of a complex set ofideologies, symbols, and core values that is sharedthroughout the firm and influences the way it conductsbusiness.
Shaping the firms culture is a central task of effective
strategic leadership. An appropriate organizational culture encourages the
development of an entrepreneurial orientation amongemployees and an ability to change the culture asnecessary.
Reengineering can facilitate this process.
56
Every job in the company is essential and important
The benefits ofbusiness reengineering aremaximized when employees believe that:
All employees must create value through their work
Constant learning is a vital part of every persons job
Teamwork is essential to implementation success
Problems are solved only when teams accept theresponsibility for the solution
Changing Culture and Reengineering
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/7/28/2019 Handout Strategic Leadership tutorial
29/29
1/19/2011
57
EmphasizingEthicalPractices
DeterminingStrategic
Direction
DeterminingDetermining
StrategicStrategic
DirectionDirection
Exploiting &Maintaining
CoreCompetencies
Exploiting &Exploiting &MaintainingMaintaining
CoreCoreCompetenciesCompetencies
DevelopingHumanCapital
DevelopingDevelopingHumanHumanCapitalCapital
Sustainingan Effective
OrganizationalCulture
SustainingSustainingan Effectivean Effective
OrganizationalOrganizationalCultureCulture
EmphasizingEthical
Practices
EmphasizingEmphasizingEthicalEthical
PracticesPractices
EstablishingBalancedOrganizational
Controls
EstablishingEstablishing
BalancedBalancedOrganizationalOrganizational
ControlsControls
Effective Strategic LeadershipEffective Strategic LeadershipEffective Strategic Leadership
Ethical practices increase the effectiveness of strategyimplementation processes.
Ethical companies encourage and enable people at allorganizational levels to exercise ethical judgment.
To properly influence employee judgment and behavior,
ethical practices must shape the firms decision-makingprocess and be an integral part of an organizationsculture.
Leaders set the tone for creating an environment ofmutual respect, honesty and ethical practices amongemployees.
58
EstablishingBalancedOrganizationalControls
Determining
Strategic
Direction
DeterminingDetermining
StrategicStrategic
DirectionDirection
Exploiting &Maintaining
CoreCompetencies
Exploiting &Exploiting &MaintainingMaintaining
CoreCoreCompetenciesCompetencies
DevelopingHumanCapital
DevelopingDevelopingHumanHumanCapitalCapital
Sustainingan Effective
OrganizationalCulture
SustainingSustainingan Effectivean Effective
OrganizationalOrganizationalCultureCulture
EmphasizingEthical
Practices
EmphasizingEmphasizingEthicalEthical
PracticesPractices
EstablishingBalanced
OrganizationalControls
EstablishingEstablishingBalancedBalanced
OrganizationalOrganizationalControlsControls
Effective Strategic LeadershipEffective Strategic LeadershipEffective Strategic Leadership
Organizational controls provide the parameters withinwhich strategies are to be implemented and correctiveactions taken.
Financial controls are often emphasized in largecorporations and focus on short-term financial outcomes.
Strategic control focuses on the contentof strategicactions, rather than their outcomes.
Successful strategic leaders balance strategic control andfinancial control (they do not eliminate financial control)with the intent of achieving more positive long-termreturns.
ease purchase PDFcamp Printer on http://www.verypdf.com/ to remove this watermark.
http://www.verypdf.com/http://www.verypdf.com/Top Related