Strategic leadership refers to a manager's 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. Strategic leadership can also be defined as utilizing strategy in the management of employees.
4. INTRODUCTION
Strategic leadership is the ability to anticipate, envision,maintain flexibility,
and empower others to create strategic change as necessary.
Strategic leadership is the process of providing the direction and inspiration
necessary to create or sustain an organization.
5. STRATEGIC LEADERSHIP
Strategic leaders make a major difference in how well a firm performs.
Strategic leadership deals with the major purposes of an organization
or organizational unit
Five important components of strategic leadership include
High-level cognitive ability
Multiple inputs to strategy formulation
Anticipating and creating a future
Revolutionary thinking, and
Creation of a vision
6. Strategic Leadership
2 Aspects are involved in Strategic Leadership
1) It transforms the organization which involves changing all faces such as size, management practices,
culture and values, and people in such a way that the organization becomes unique.
2) Strategic leadership process emphasizes people because they are the source for transforming various
physical and financial resources of the organisation into outputs that are meaningful to the society.
7. Functions of Strategic Leadership
Functions of
Strategic
Leadership
Structure and
policies
Communications
Network
Managing
Change
Culture
Governance and
Management
Strategic vision Pragmatism
8. Components of Strategic Leadership
Strategic leadership
provides the vision,
direction, success of
the company. It also
initiates "outside-th
e-box" thinking to
generate future
growth.
9. 10 Principles of Strategic Leadership
The following 10 principles can help to unlock the
potential strategic leadership in the enterprise.
These principles represent a combination of orga
nizational systems and individual capabilities.
Strategy in Business
Strategic leaders need to recognize the types of
failures that turn into successes.
10. HIGH-CONTROL
INNOVATOR (HCI)
Challenge-seeker who
maintains tight control
over organization
PARTICIPATIVE
INNOVATOR (PI)
Challenge-seeker who
delegates control
of organization
STATUS QUO
GUARDIAN (SQG)
Challenge-averse who
maintains tight control
over organization
PROCESS
MANAGER (PM)
Challenge-averse who
delegates control
of organization
CHALLENGE
SEEKING
High challenge
seeking
Low challenge
seeking
High control Low control
NEED FOR CONTROL
Strategic Leadership Dimensions
11. • What – by providing the vision and direction, creating the context for
growth
• How – by sketching out a road map for the organization that will allow it
to unleash its full potential; by crafting the corporation's portfolio, determi
ning what businesses should be there, what the performance requirements
of the business are, and what types of alliances make sense; and by defini
ng the means (the culture, values, and way of working together) needed
to achieve corporate vision and goals.
Strategic Leadership answers
2 Questions
12. Strategic leaders:
Shape the formation of
vision and mission
Facilitate strategy formula
tion and strategy impleme
ntation
Needed for the achieveme
nt of strategic competitive
ness and above-average re
turns.
STRATEGIC LEADERSHIP
PROCESS
16. Strategic Leadership is the ability to
influence others to voluntarily make
decisions that enhance the prospect
s for the organization's long-term su
ccess while maintaining short-term fi
nancial stability.
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