Post on 05-Apr-2018
transcript
7/31/2019 10 Strategic Leadership and Knowledge Managment
1/30
Leadership: Research Findings, Practice and Skills, 4th Edition
Andrew J. DuBrin
Copyright Houghton Mifflin Company
7/31/2019 10 Strategic Leadership and Knowledge Managment
2/30
7/31/2019 10 Strategic Leadership and Knowledge Managment
3/30
A key leadership role is to form a strategy
Deals with the major purposes of the organization ororganizational unit
Usually the province of top management
7/31/2019 10 Strategic Leadership and Knowledge Managment
4/30
Strategic leadership
The process of providing the direction and inspirationnecessary to create, to provide direction to, or to sustain
an organization Strategic management
The process of ensuring competitive fit between theorganization and its environment
7/31/2019 10 Strategic Leadership and Knowledge Managment
5/30
Strategic leadership is a complex of:
Personal characteristics
Thinking patterns
Effective management All centered on the ability to think strategically
7/31/2019 10 Strategic Leadership and Knowledge Managment
6/30
7/31/2019 10 Strategic Leadership and Knowledge Managment
7/30
Thinking strategically requires high-levelcognitive skills
Think conceptually
Absorb and make sense of multiple trends Condense information into straightforward plan of
action
7/31/2019 10 Strategic Leadership and Knowledge Managment
8/30
Systems thinking
Ability to process information and understand itsconsequences for the organization in its interaction
with the environment
7/31/2019 10 Strategic Leadership and Knowledge Managment
9/30
Strategic leaders often thought of as mystics
Work independently
Conjure up great schemes for the future
7/31/2019 10 Strategic Leadership and Knowledge Managment
10/30
Many strategic leaders arrive at ideas for thefuture by consulting with wide range of interestedparties
Process similar to conducting research to create a vision
7/31/2019 10 Strategic Leadership and Knowledge Managment
11/30
Major component of leadership is directionsetting
Anticipating and creating a future for the organization
Tell the organization what it should be doing
7/31/2019 10 Strategic Leadership and Knowledge Managment
12/30
To set a productive direction leaders mustaccurately anticipate the future
A truly visionary leader anticipates a future that many
people think wont come to pass
7/31/2019 10 Strategic Leadership and Knowledge Managment
13/30
Creating a future is a more forceful approach thananticipation
With participation leader creates conditions that do not
already exist Asks questions about shape of the industry in five to
ten years
Recognizes the skills and capabilities needed now to
shape the future
7/31/2019 10 Strategic Leadership and Knowledge Managment
14/30
Creating the future has been conceptualized asreinventing an industry
7/31/2019 10 Strategic Leadership and Knowledge Managment
15/30
An effective leader thinks in revolutionary terms
Ferrets out revolutionary ideas harbored in the firm
What constitutes a revolutionary idea is, however,
subjective Key component of strategy is deliberately choosing to
be different
7/31/2019 10 Strategic Leadership and Knowledge Managment
16/30
Seven identifiable factors
Involving far-reaching strategic planning
Involving sharing with others
Involving innovative realism General
Detailed
Including risk taking
Profit-oriented
7/31/2019 10 Strategic Leadership and Knowledge Managment
17/30
Strategic planning encompasses those activitiesthat lead to the statement of goals and objectivesand the choice of strategy
Strategic planning often takes the form of a SWOTanalysis
7/31/2019 10 Strategic Leadership and Knowledge Managment
18/30
Represents an effort to examine the interactionbetween the particular characteristics of anorganization or organizational unit and the
external environment The four components of SWOT analysis include:
Strengths, Weaknesses, Opportunities, Threats
7/31/2019 10 Strategic Leadership and Knowledge Managment
19/30
Strengths
Favorable location, talented workers, state-of-the-artequipment
Weaknesses Unfavorable location, outdated equipment, limited
capital
7/31/2019 10 Strategic Leadership and Knowledge Managment
20/30
Opportunities
Culturally diverse customer base, changes intechnology, deregulation
Threats E-commerce, declining market, new competitors
7/31/2019 10 Strategic Leadership and Knowledge Managment
21/30
Corporate-level strategy asks, What business arewe in?
Business-level strategy asks, How do we
compete? Functional-level strategy asks, How do we
support the business-level strategy?
7/31/2019 10 Strategic Leadership and Knowledge Managment
22/30
Differentiation
Cost leadership
Focus
High quality
Imitation
Strategic alliances
Growth through acquisition
7/31/2019 10 Strategic Leadership and Knowledge Managment
23/30
High speed and first-mover strategy
Global diversification
Sticking to core competencies
Brand leadership
Conducting business on the Internet
Peoplepalooza (competitive advantage through
hiring talented people)
7/31/2019 10 Strategic Leadership and Knowledge Managment
24/30
Knowledge management is the systematic sharingof information to achieve such goals
Innovation, nonduplication of effort, and competitive
advantage
7/31/2019 10 Strategic Leadership and Knowledge Managment
25/30
A learning organization is one that is skilled at:
Creating, acquiring, and transferring knowledge
Modifying behavior to reflect new knowledge and
insights
7/31/2019 10 Strategic Leadership and Knowledge Managment
26/30
Source: Knowledge Management User Survey 97, Copyright 1997 Delphi Group (www.delphigroup.com), p. 14, as
adapted and published in Michael Hickins, Xerox Shares its Knowledge, Management Review, September 1999, p. 42.
7/31/2019 10 Strategic Leadership and Knowledge Managment
27/30
Create a strategic intent to learn
Create a shared vision
Develop systems thinking
Encourage personal mastery of the job
7/31/2019 10 Strategic Leadership and Knowledge Managment
28/30
Encourage team learning
Encourage action learning
Learn from failure
Encourage continuous experimentation
Encourage creative thinking
7/31/2019 10 Strategic Leadership and Knowledge Managment
29/30
Strategic leadership deals with the major purposesof an organization or organizational unit
Five important components of strategic leadership
include high-level cognitive ability, multipleinputs to strategy formulation, anticipating andcreating a future, revolutionary thinking, andcreation of a vision
7/31/2019 10 Strategic Leadership and Knowledge Managment
30/30
Strategic planning often takes the form of a SWOTanalysis
Strategic leaders use many different types of
business strategies Leaders must help their organizations adapt to the
environment by taking initiatives to create alearning organization