Strategic Leader

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1. The organisation’s ethical and value-based approach to leadership: a) The impact of the organisation’s culture and values
on strategic leadershippage 4
b) Organisational specific, legal, regulatory and ethical requirements impact on strategic leadership demandspage 5 c) The current and emerging social concerns and 
expectations impacting on strategic leadership in the  organisationpage 6

2. Strategic leadership styles

a) The relationship between strategic management and
Leadership page 7
b) Leadership styles and their impact on strategic decisions. page 8

3. The leadership strategies and their impact on organisational direction 

(a) A leadership strategy to support organisational direction page 12

4. Conclusion page 13

5. References page 14

Growth of a strategic leader involves a number of important aspects. First, the most important, definitely introductory, part of this research concerns values, ethics, codes, morals, and standards. Second, the path to strategic leadership resembles the building of a pyramid (appendix 1). Shortcuts do not exist, and one can’t start at the top—strategic leaders are made, not born. Strategic leaders steadily build understanding, defined as acquiring experiences over time. One must also remember that certain activities can speed up these experiences and widen perspectives. Leaders should be aware that even though some individuals with strategic capability may not become strategic decision makers, they can still pressure and contribute to decisions.

|Strategic Decision Maker | |Strategic Competency | |Strategic Thinking Skills | |Command, Responsibility, Authority | |Experience, Basic Skills and Knowledge | |Values, Ethics, Moral and Standards |

Strategic leadership starts with organizational values, standards, and ethics—the foundation. • On this base, the officer develops an non-figurative body of expert knowledge based primarily on experience. Progressing education can power, expand, and quicken development. • Then the officer is given chance to command responsibility and accountability during this he takes his first real decision making. • In the next step in strategic-thinking skills improves the officer’s competence. In each case, an officer could have chance to exercise strategic competency in support of a strategic leader. • Ultimately, the officer will then take part in strategic decision making and become a strategic leader.

1.The organisation’s ethical and value-based approach to leadership  (a)The impact of the organisation’s culture and values on strategic leadership:  A leader's success depends, to a great extent, upon understanding organizational culture. Most of the problems confronting leaders can be tracked to their inability to analyse and evaluate organizational cultures. Many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will fail in their strategies if they are not consistent with the organization's culture. A CEO who comes into an organization prepared to "shake the place up" and institute great changes, often experiences resist to changes and failure. Difficulties in organizational transformations arise from failures to analyze an...
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