Strategic Leadership Vs.

Strategic Management

Team 3:
Lamont Bradley
Leslie Chappell
Beth Desch
Sandra Ziaja
Strategic Leadership Definition:
Is the process of using well considered
tactics to communicate a vision for an
organization or one of its parts. Strategic
leadership typically manages, motivates and
persuades staff to share that same vision,
and can be an important tool for
implementing change or creating
organizational structure within a business.

Sandra Ziaja Ref: Pedraza, J. 2013

Strategic Management
Definition:
Strategic Management is the process of
specifying an organization's objectives,
developing policies and plans to achieve
these objectives, and allocating resources so
as to implement the plans.

Sandra Ziaja Ref: Pedraza, J. 2013

 What Does Strategic management and
Strategic Leadership Have in Common?
 Commonalities
There are many commonalities in the strategic thinking processes
applied to certain methodologies throughout organizational leadership.

◦ The same concepts used in Strategic management are used in Strategic

leadership.

 Its the strategizing that connects the micro-level processes in company

wide leadership and the broad range of practices involved in
organizational management.

As leaders work to build and implement intra-organizational

strategies, through both formal and informal means, Management is
strategically engaging in building that same momentum for the
company as a whole; this makes these two methodologies similar.

Lamont Bradley (Jerevicius, 2013)

 Commonalities
Organizations benefit from various growth spurts, analysis,
and other strategically sought out data

◦ These benefits are earned by drawing feedback on what is

necessary for their organization to create and sustain competitive
advantage connections.

◦ Connections included are between,

 “processes and practices of strategizing; strategy formulation and
implementation; and the formal and informal means through which strategy
is created then later realized.”(Bailey & Kempster, 2005)

Once these things are understood a company can lead and organize in a way
that is most beneficial for the company to sustainably thrive for years to come.

Lamont Bradley (Bailey & Kempster, 2005)

 Commonalities
A company’s ability to:
◦ anticipate,
◦ envision,
◦ be able to adapt,
◦ think strategically, and partner with others

...Determines if they will be successful at initiating change that will create a

viable future for the organization.

Together strategic management and strategic leadership incorporate key

processes that enables the successful implementation of strategic thinking.

These methodologies are similar in potential of success and level of

importance. If used correctly and collaboratively major accomplishments
should be expected.
Lamont Bradley (Howland, Krupp, & Shoemaker
2013)
The Differences Between Strategic
Leadership & Strategic Management
Strategic Leadership Strategic Management

Provides the vision and Provides the strategic

direction for the growth analysis of both the internal
and success of the and external environments.
organization.

Focuses on the major Focuses on developing

purposes of the policies and plans to support
organization, such as the the mission of the
mission and vision. organization.

Sandra Ziaja Ref. Pedraza, J., 2013

The Differences Between Strategic
Leadership & Strategic Management Cont.
Strategic Leadership Strategic Management
Provides direction and Allocates resources to implement
inspiration for the organization. the plans.

Manages, motivates and Assesses strengths & weaknesses,

persuades staff to share the same opportunities & threats in the
vision. environment of the organization.

Manages change within the Works out the organizational

organization. responses to the changes in the
business environment.

Strategic leadership is more Strategic management is more goal

development oriented oriented

Sandra Ziaja Ref: Pedraza, J. 2013,

Dattagupta, J. 2013
The Differences Between Strategic
Leadership & Strategic Management Cont.
Strategic Leadership Strategic Management
Strategic leaders: Strategic management :
• Have a high-level of • Is used to maintain
cognitive ability sustainability
• Use multiple inputs for • Is used to maintain a
strategy formation. competitive advantage
• Anticipate and create a • Is used to achieve the
future by using organizational objective.
revolutionary thinking • Involves adapting the
• Create vision for the organization to its
organization business environment

Sandra Ziaja Ref: Pedraza, 2013

The Differences Between Strategic
Leadership & Strategic Management Cont.
Strategic Leadership Strategic Management
Strategic leaders use: Strategic management uses:
• Strategic thinking & planning Strategic analysis that includes:
• Strategic acting • External analysis
• Strategic learning • Internal analysis
• Strategic influencing Strategic management involves
• Knowledge management both:
• Strategy formation (content)
• Strategy implementation
(process)
Strategic management is partially
planned and partially unplanned

Sandra Ziaja
How Do We As “Leaders” Best
Introduce/use Methodologies of
Strategic Leadership?

Leslie Chappell
 Implementation
To implement effective leadership strategies, there has
to be an understanding of the organizational values and
beliefs.

The creation of a benchmark, or an organizational

roadmap solidifies a foundation from which to plan
success.

Complete commitment to ideas and values from

leadership helps an organization identify with the
directional process, and permits all levels and groups of
employees to communicate singularly.
Leslie Chappell George Root III (n.d.)
 Strategy
The creation of a plan or goal defines the direction
that an organization will follow. Implementing an
effective strategy to reach set goals relies upon
effective communication.

Groups and individuals become more effective

when they can network and share information

The creation of boundaries sets the framework for

allocated use of information, and permits everyone
to operate within a standard.
Leslie Chappell Rick Miller (2014)
 Effective Managing
Managing groups is a function of leadership, but simply
implementing strategies and requiring expectations does
little to improve an organization’s group to manage itself.
Leadership must allow groups to struggle within the
learning curve.

When employees are unsure of their responsibility, they

will ask; as they ask, they gain confidence.
Provide resources and materials so that they have the
basic necessities to start with.
Ensure that failure is momentary, and provide a path to
permits success.
Leslie Chappell -Rick Miller (2014)
 Mentoring
Finding success interpersonally can be difficult for
many people; in the age of social technology it is
possible for individuals or groups to become socially
engaged, resulting in misinformation and failure.
An effective mean to overcome introversion is to
coach people; make them a substantial part of the
organizational success.

Mentoring permits the building of confidence.

Mentoring removes interpersonal barriers.
Mentoring becomes natural for the mentee.

Leslie Chappell Forbes (2013

 Ownership of Responsibility
The most effective skill that a leader can provide is
responsibility and conviction of the learning processes,
and the decisions made to set the standards. Growing and
learning from mistakes permits employees or groups to
understand their personal capabilities, effectively gaining
experience that can elevate career progression.

Assign simple tasks that allow employees to become

familiar with.
Rotate individuals from group to group, to create a better
understanding of tasks, and to work collaboratively.
Prepare individuals to manage group presentations.
Leslie Chappell -Rick Miller (2014)
Creating a “Leader”

Effective communication and organizational goals are the

foundation to creating and implementing effective leadership.
Preparation and diversity can prepare most anyone for
leadership success; with proper coaching and attention from
leadership, the results will be effective in maintaining the
roles of future leaders, and their ability to effectively
implement and manage success and team ownership.

Leslie Chappell
 Examples

Three examples of the commonalities &

differences of strategic management
vs. strategic leadership

1. Military
2. Corporate
3. Individual

Beth Desch
 Military
Strategic management
- the military commander or senior officer has
authority by legal status, and the enlisted are willing
to comply because of the contractual arrangement
- compliance is external not necessarily an
internal value
- subordinates comply from a obligation rather
than an internal desire

Beth Desch
 Military
Strategic leadership
- a strategic military leader is more
likely a comrade who influences a fellow
serviceman to internalize the military
values and dedication
- compliance is internalized by a
confidence in the goals & operating system
(Murphy, n.d.)

Beth Desch
 Corporate
A Strategic Manager, or CEO in a healthcare setting is the one who
develops policies, allocates resources, and analyses for sustainability.

They might:
1. Write grants for new projects
2. Develop polices to support the mission
3. Analyze the strengths and weaknesses of the facility
4. Generate budgets
5. Plan for internal growth and adjustments in the
marketplace

Beth Desch
 Corporate
A corporate leader inspires and motivates
employees to internalize the company’s mission
and vision by influencing dedication and
ownership of the organization’s purpose.
They will:
1. Be creative
2. Be encouraging
3. Go beyond the job descriptions to
influence staff to make the company’s goals and
values their own ( Bersin, 2012)
Beth Desch
 Individual

Imagine an edict was decreed by the president that every

young person must participate in a philanthropic venture
simply because they are US citizens. Many would comply but
not many would do it from an internal motivation.
That is a Strategic management approach- expecting
compliance because of the law, not because of an inner
motivation. Doing good is nice, an exemplary goal, and
would benefit many but if it’s not an internalized attitude, it
will not make the kind of lasting changes that make a country
or business great.

Beth Desch
 Individual
Conversely, Chris Rosati, who suffers from
ALS, acted as an unlikely strategic leader when
he gave two girls $50 and said “ do something
good with this money”. The girls in turn helped a
village in Sierra Leone. Chris influenced them
with his actions and encouraging words, and the
girls acted not simply from an obligation but from
the influence of a leader. ( Hartman, 2015)

Beth Desch
 Conclusion

Strategic leadership is a part of strategic

management and are similar in the end
result. Both want success and growth for
the company. The main difference is in the
platform used to achieve those endeavors.
Managers are working with resources and
leaders are influencing individuals.

Beth Decsh
 References
Bailey, A.,Kempster, S. (2005). Becoming a Strategic Leader:Lessons form futher education.Center for
excellence in Leadership.

Beatty,K., Quinn, L. 2010. Strategic command. Taking the long view for organizational success.
Leadership In Action. Volume 30, Number 1. March/April 2010

Bersin,
 J. (July, 12, 2012). It’s not the ceo, it’s the leadership strategy that matters. Forbes Magazine.
Retrieved from http://www.forbes.com/sites/joshbersin/2012/07/30/its-not-the-ceo-its-the-leadership-
strategy-that-matters/

Dattagupta, J. 2013. What is the relationship between strategic management and strategic leadership.
Retrieved from:
http://www.researchgate.net/post/What_is_the_relationship_between_strategic_management_and_strategic
_leadership

Forbes (2013). Leadership: 5 strategies that will turn your employees into leaders. Retrieved July 25,
2015, from http://www.forbes.com/sites/dailymuse/2013/06/25/5-strategies-that-will-turn-your-employees-
into-leaders/2/
Hartman, S. (2015, March 13). Proving the butterfly effect with a single act of kindness. CBS News.
Retrieved from http://www.cbsnews.com/news/proving-the-butterfly-effect-with-a-single-act-of-
kindness/
Howland, S., Krupp, S., Schoemaker, P. Strategic Leadership: The essential skills. Retrieved July 29,
2015, from www.hbr.org/2013/01/strategic-leadership-the-esssential-skills. Harvard Business Review.
February 2013 Issue.
Jerevicius, O. (2013). Strategic Management & Strategic Planning. Retrieved July 27, 2015 from
http://www.strategicmanagementinsight.com/topics/strategic-management-planning.html.
References Cont.
 Miller, R. (2014). The 5 elements of effective leadership. Retrieved July 25, 2015, from
http://beingchief.com/five-elements-effective-leadership

 Murphy, R. (n.d.). Strategic leadership vs. strategic management: Untying the Gordian knot.
Retrieved from http://www.au.af.mil/au/awc/awcgate/army-usawc/murphyarticlefeb02c.pdf

 Pedraza, J. 2013 What is the relationship between strategic management and strategic
leadership. Retrieved from:
http://www.researchgate.net/postWhat_is_the_relationship_between_strategic_management_and
_strategic_leadership

 Root, G. (n.d.). What is the role of leadership in strategic implementation? Retrieved July 26,
2015, from http://smallbusiness.chron.com/role-leadership-strategic -implementation-
10808.html