STRATEGIC

LEADERSHIP

Presented by

Iwan Kurniawan
218111016
STRATEGIC LEADERSHIP

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.
• It is the potential to influence organizational members and to execute
organizational change. Strategic leaders encourage the employees in an
organization to follow their own ideas. Strategic leaders make greater use
of reward and incentive system for encouraging productive and quality
employees to show much better performance for their organization.
• Major Responsibilities:
– Visualize future strategic course
– Managing an entire enterprise rather than a functional unit
• Corporate, business, and international strategies
– Coping with change from internal and external environments
– Attracting and managing human (includes intellectual) capital
– Meaningfully influence others
– Ensure above average returns
Key tasks of strategic leadership

– Clarifying Strategic Intent

– Building an Organization
– Shaping organizational change
– Developing Talented Operational
Leadership
– Shaping Organizational Culture and
Matching it With Strategy
– Matching Structure with Strategy
– Matching Leadership with Strategy
Focus on these for developing
operational leadership?
• Does a talented operational leadership (managers) or strategic leadership
enhances the effectiveness of strategies?
• A global labor market, new exists, is instrumental as firms seek talented
individuals
to add to their fold?
• Should firm need to buy or to make talented operational leadership?
The ability to attract and then manage human capital may be the most
critical of
the strategic leader’s skills, especially because the lack of talented human
capital
constrains a firm’s growth.
Strategic needs to be developed by talented individuals who are familiar
with
corporate internal and external realities, who should consider the global
marketplace as the proper domain of analysis.
Skill inventory
Management inventory
Succession planning
Talent profiling (who have specified feature)
Talent pooling
Essentials of Matching Culture with Strategy

1. Identify the aspects of culture – such as innovation,

quality,
customer focus, speed etc. – that must be promoted in
line
with the requirement of strategy.
2. (Re)formulate the organization’s values and articulate
them
to all people in the organization.
3.Hire employees who prefer the essence of strategies.
4.Instruct and socialize these employees as required.
5.Act as a role model (such as if you want develop
customer focus culture,
spend time with them, organize FGD with them,
celebrate with them).
6. Design physical infrastructure that supports desired
culture.
Manage the Strategy – Culture Relationship

• Link to mission
• Maximize synergy
• Manage around the culture
• Reformulate strategy or
culture
7 Matching Leadership Style With Strategy
• Matching leadership style and his/her personality attributes with
strategy
is another important issue.
• For instance, research evidence (Waldersee & Griffiths, 2004) suggests
that gradual & minor change demand participative style whereas
exceptional & larger change require unilateral leadership style.
• However, there are debates regarding style-strategy match.
• Some scholars (such as Fred Fielder) argue that it is not possible to
change
an inherent leadership style to match the situation (e.g., changing
strategy
requirements). Either situation or the leader should be changed for
matching.
• While others (such as Robert J. House) argue, that leader should
change
his/her style/path in line with the situation confronted.
• But,while hiring operational leaders their personality attributes can be
matched with the strategic requirements. Such as creative & open-
minded
people can be given priority to promote/support innovation strategy.
STRATEGIC LEADERSHIP