Strategic leadership @ bec doms

Knowledge Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object]

Knowledge Objectives (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]

The Strategic Management Process Figure 1.1

Strategic Leadership and the Strategic Management Process Adapted from Figure 12.1 Effective Strategic Leadership Strategic Intent Strategic Mission Successful Strategic Actions Formulation of Strategies Implementation of Strategies Strategic Competitiveness Above-average Returns Shapes the Formulation of and Influence Yields Yields

Strategic Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Strategic Leadership (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Managers as an Organizational Resource ,[object Object],[object Object],[object Object],[object Object],[object Object]

Factors Affecting Managerial Discretion Adapted from Figure 12.2 SOURCE: Adapted from S. Finkelstein & D. C. Hambrick, 1996, Strategic Leadership: Top Executives and Their Effects on Organizations, St. Paul, MN:West Publishing Company. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],External Environment Managerial Discretion

Factors Affecting Managerial Discretion Adapted from Figure 12.2 SOURCE: Adapted from S. Finkelstein & D. C. Hambrick, 1996, Strategic Leadership: Top Executives and Their Effects on Organizations, St. Paul, MN:West Publishing Company. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],External Environment Characteristics of the Organization Managerial Discretion

Factors Affecting Managerial Discretion Adapted from Figure 12.2 SOURCE: Adapted from S. Finkelstein & D. C. Hambrick, 1996, Strategic Leadership: Top Executives and Their Effects on Organizations, St. Paul, MN:West Publishing Company. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],External Environment Characteristics of the Organization Managerial Discretion Characteristics of the Manager

Top Management Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Firm Performance and Strategic Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

CEO and Top Management Team Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

CEO and Top Management Power ,[object Object],[object Object],[object Object],[object Object]

Managerial Labor Market ,[object Object],[object Object],[object Object]

Managerial Labor Market (cont’d) ,[object Object],[object Object],[object Object],[object Object]

Managerial Labor Market (cont’d) ,[object Object],[object Object],[object Object]

Effects of CEO Succession and Top Management Team Composition on Strategy Figure 12.3

Exercise of Effective Strategic Leadership Figure 12.4

Key Strategic Leadership Actions: Determining Strategic Direction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Key Strategic Leadership Actions: Exploiting and Maintaining Core Competencies ,[object Object],[object Object],[object Object],[object Object]

Key Strategic Leadership Actions: Developing Human Capital and Social Capital ,[object Object],[object Object],[object Object],[object Object]

Key Strategic Leadership Actions: Sustaining an Effective Organizational Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Key Strategic Leadership Actions: Sustaining an Organizational Culture (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Key Strategic Leadership Actions: Emphasizing Ethical Practices ,[object Object],[object Object]

Key Strategic Leadership Actions: Emphasizing Ethical Practices ,[object Object],[object Object],[object Object],[object Object]

Key Strategic Leadership Actions: Emphasizing Ethical Practices (cont’d) ,[object Object],[object Object],[object Object],[object Object]

Key Strategic Leadership Actions: Establishing Organizational Controls ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Key Strategic Leadership Actions: Establishing Balanced Organizational Controls ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Strategic and Financial Controls in a Balanced Scorecard Framework Adapted from Figure 12.5 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Customer Financial

Strategic and Financial Controls in a Balanced Scorecard Framework ,[object Object],[object Object],[object Object],Adapted from Figure 12.5 ,[object Object],[object Object],[object Object],Learning and Growth Internal Business Processes

Strategic leadership @ bec doms

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