Strategic Management
Table of Contents Q(1.1.1) 5 Leadership Theory 5 Situational Leadership Theory 6 Transformational leadership Theory 6 Q(1.1.2) 7 Impact of management and leadership styles on strategic decisions. 7 Impact of leadership styles: 7 Autocratic leadership: 7 Bureaucratic leadership: 8 Democratic leadership: 8 Laissez-Faire Leadership Style: 8 Q(1.1.3) 9 Leadership style adaptation to different future situation: 9 “Leadership style is the typical approach of a particular person used to lead people.” 9 Example of Apple: 10 Employee Relationship: 10 Customer focused strategy: 10 Ethical behaviour: 10 Financial Environment: 10 Environmental factors: 10 Corporate culture 11 LEADERSHIP STYLES 11 Different Situations 11 Conclusion 11 Q(1.2.1) 11 Impact of Theories on organizational marketing strategy: 11 Transformational Leadership: 12 Organizational culture: 12 Organizational Vision 13 Transactional Leadership: 13 Impact of Management and leadership theories on organizational strategy. 13 Q(1.2.2) 14 Efficiency: 15 Reliability: 15 Strategic Direction: 15 Market segmentation strategy: 15 Q(1.3.1) Current leadership requirements 15 Q(1.4.1)Develop leadership skills for apple 16 Future focus of leadership 16 Recommendations for leadership development: 17 Q(1.4.2) 17
Q(1.1.1)
Management and leadership, these two terms are often used interchangeably; management is more usually viewed as getting things done through other people in order to achieve organizational goals. The managers may react to specific situations and more concerned with short term problem solving. Management is regarded as related to people working in a structured organization and with prescribed roles. The emphasis of leadership is on interpersonal behaviour in a broader sense. Belbin (1997, p 98) suggests that, “there is a clear implication that leadership is not part of the job but quality that can be brought to a job … The
Q(1.1.1)
Management and leadership, these two terms are often used interchangeably; management is more usually viewed as getting things done through other people in order to achieve organizational goals. The managers may react to specific situations and more concerned with short term problem solving. Management is regarded as related to people working in a structured organization and with prescribed roles. The emphasis of leadership is on interpersonal behaviour in a broader sense. Belbin (1997, p 98) suggests that, “there is a clear implication that leadership is not part of the job but quality that can be brought to a job … The