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Leadership Required to Meet the Demands of the Modern Business Environment

Leadership Required to Meet the Demands of the Modern Business Environment

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Published by: tallalbasahel on Jun 07, 2011
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Leadership required to meet the demands of the modern business environment
Abell, D.F. (2006) „The future of strategy is leadership‟,
 Journal of Business Research
59 (3), pp. 310
314, ScienceDirect [Online]. DOI:10.1016/j.jbusres.2005.09.003 (Accessed: 3 August 2009).http://dx.doi.org.ezproxy.liv.ac.uk/doi:10.1016/j.jbusres.2005.09.003
 The author o
f this week’s journal article has a very specific view of the kind of leadership required
to meet the demands of the modern business environment. How much do you agree with thisview? Give reasons for your answer.
 Strategy implementation has indeed become a central issue in the overall managementsystem of any organization. This is due to the fact that the external environment israpidly changing and for that reason, the organizations needs to coup with the change.(Abell, 2006). The internal systems of the company should be able to adapt to theexternal change in order to bring about efficiency within the organization. Theorganizations which fails to address these issues, lack that edge over the others.Now according to Abell (2006), leadership indeed plays a very critical role in modernorganizations, as he or she possesses that view which will help the organizations tocoupe with the changing situation and altering the internal processes at the same time.The role of leadership is significant as a leader has the potential to influence themembers of the organization on a whole. (Northouse, 2010). This skill of the leaderwill definitely convince the rest of the organization to participate to the changingprocess rather than restricting them. The leadership aspects described in theorganization like in the form of efficient system management and making strategicrelationship partners are all focused towards providing the company with thecompetitive advantage which they thrive for. (Abell, 2006). The leader indeed mustplay a twofold role, where in one hand he or she should make sure that theorganization is driven forward in the right direction so that it can compete in the ever-changing environment and on the other side it should also make sure that the cultureand value system within the firm is maintained and restored even after the change isbeing implemented.I can site reference to British Airways, where under the dynamic leadership of Sir
John King in the decade of 1980‟s, the company had underg
one a dramatic turnoverprogram which enabled the firm to reach the top. Lord King focused on providing thisairline a new identity, to match the global environment. Prior to that all theadvertisements were tactical in nature, purely adhering to the promotion of productfeatures, scheduling etc. But in the turnaround program the airline focused on therelationship marketing, to increase customers level of satisfaction and side by sideemphasized on building a brand value, trying to establish itself as the
“ World‟sFavorite Airlines”. (Cox, 1999) These two factors was the key strength of the
company during its days of operation. It strictly banked on its world wide recognitionbacked by the customer centric services they provided. Based on their expansion and

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