Strategic Leadership

Jagmeet Kaur Krishnapriya Mohit Kumar Singh Vamsha Shetty

Confidence is half the battle. and leadership is making the impossible look possible.” .“Every situation is what you make it to be.

Strategic Leadership Strategic Leadership involves: The ability to anticipate. envision. maintain flexibility and empower others to create strategic change Multi-functional work that involves working through others Consideration of the entire enterprise rather than just a sub-unit A managerial frame of reference .

Leadership Styles Although good leaders use all different styles. © Infosys Technologies Limited 2004 . bad leaders tend to stick with one style. with one of them normally dominate.

Factors Affecting Managerial Discretion External Environment Industry Structure Rate of market growth # and type of competitors Political/Legal constraints Product differentiation Organizational Characteristics Size and age Culture Resource availability Employee interaction Managerial Discretion Characteristics of the Manager Tolerance for ambiguity Commitment to the firm Interpersonal skills Aspiration level Self-confidence .

1 6 .Strategic Leadership and the Strategic Management Process Effective Strategic Leadership Shapes the Formulation of Strategic Intent and Influences Successful Strategic Actions Strategic Mission Formulation of Strategies Implementation of Strategies Yields Strategic Competitiveness Above-average Returns Yields Figure 12.

Structure Based Strategy • Low cost leadership • Differentiation • Focus .

Resource based View • Valuable: the resource had to be valuable • Rare: resource must be in short supply in market place • Inimitable: resource cant be mimicked at all.or at least easily • Non-sustainable: resources must be difficult to substitute .

Science & Practice of Strategic Leadership • Create strategy that are consistent ahead of competition • Proactively adapt his/her vision of the future in advance of market place changes • Devise ingenious approaches to create unique value for external /internal customers .

Scorecard Development • Have lead & lag indicators • Evaluate potential metrics to facilitate company strategy implementation • Filter the matrix through assessment process • Convert corporate scorecard into alignment matrix .

Exercise of Effective Leadership Effective Strategic Leadership Determining Strategic Direction Establishing Balanced Organizational Controls Exploiting & Maintaining Core Competencies Developing Human Capital Sustaining an Effective Organizational Culture Emphasizing Ethical Practices .

LEADERSHIP “The principal dynamic force that motivates and coordinates the organization in the accomplishment of its objectives”. © Infosys Technologies Limited 2004 .

.

References • Leadership@INFOSYS (Prescribed Textbook) • www.sfu.ca/~sheppard/ accessed on 22nd Jan. . 2012 at 15:30 hrs.