Strategic Leadership by Raps and Fifi

7/31/2019 Strategic Leadership by Raps and Fifi

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Presented by:

Refilwe Dema and Rapula Otukile


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*Understanding entire organisation and its environment

*Effective strategic leaders need to:

* Think strategically

*Display emotional intelligent and behavioural complexity

* Be transformational/visionary leaders (4 Is)

*Display African leadership/globe leadership


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*In implementing strategy, Leaders need to use abovementioned competencies to:

* To set organizational direction

*Drive strategy ,

*Staff the organization and manage social capital,

* Build and use core competencies,

* Create organizational alignment ,

* Create an organizational culture and values supportive of the

strategy

* Lastly to lead and manage change.


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*Mental models assist in making sense of the world

*Models which could assist leaders in strategy

implementation:

*Open Systems Model

*Congruence Model

*Higgins 8S Model


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Organisations do not exist in

isolation.

Interact with the

environment

Opposed to close systems

Useful in understanding:

*Organisational Functioning

*Complex and dynamic terms

*External environment

*Internal context

*and interrelationships


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*Thinking strategically*Use of mental models to diagnose and solve

strategic problems.

*Cognitive complexity, multiple and

complementary perspectives to describeand analyze events

*Change paradigms away from reductionist

model of the world that depicts a linear

,predictable and controllable model

*Allison vs. Potter


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*The ability to manage ourselves*Self awareness

*Self regulation

*Motivation

* The ability to manage relationships

*Empathy

*Social skills

*Emotional intelligence at the ledger


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*Visionary leadership which is an extension of

transactional leadership

*Four employee out comes

* Idealized influence

* Inspirational motivation

* Individualized consideration

* Intellectual stimulation

*Transformational leadership at the ledger


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*Servant leadership that is congruent with

prevailing values, favoring communal solutions

*Trust and consultation form the basis of

negotiations

*Interests of the community far transcend

individual interest.

*Global leadership at the ledger


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*Effective leaders set organizational direction*Clicks Group limited

*Coca cola

* IMBs Lou Gestner

*Direction setting at the ledger


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*Leaders should guide organizations to ensurethat strategy is executed and translated into

practical terms

*Leadership by middle managers is key

*Ensure alignment of components with strategy

*Use of the balanced score card to translate

strategy into practical performance measures.

*Driving the strategy at the Ledger


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*For effective strategy execution, competent

people in the organization are critical

*SA breweries

*Edcon

*Unilever

*Human and social capital at the ledger


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*Leaders are needed to mobilize the necessaryresources and capabilities needed for

cementing core competencies for successful

strategy implementation

*Core competencies typically refer to the

organizations functional skills

*SABs Human resources

*Edcon

*Building core competencies at the ledger


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*For leaders to be successful in strategy

implementation, all the components of the

organisation should be aligned and working

together as a whole.

*Organisational alignment at the ledger


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*Leaders primary transmitters of the organizations uniqueset of ideologies, symbols and core values that are shared

throughout the firm and influence the way business is

conducted.

*Organisational culture at the ledger


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*Extension of Open systems model

*Alignment of interrelationships

*Consider all factors in environment

*Resources & history--> INPUTS

*Strategy= how they use inputs

*All elements interact

*Implementation success a Fit

needs to be created


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*Based on McKinsey 7-S model

*8th S is Strategic Performance

*Skills replaced by reSources

*Successful strategy implementation

depends on alignment.

*Key organisational factors need to

be aligned with strategy.

*To achieve Strategy Performance


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*Global Leadership and Organizational Behaviour Effectiveness

*Multiphase study, examines impact of culture on leadershipand organisational practices.

*Objectives of project:

*Are there any universal aspects of leadership?

*Explore relationships between societal culture, organizationalculture and organizational leadership.

*Develop quantitative and qualitative description of the cultures

studied

*62 societies were studied

*Divided into 10 clustersAnglo-7 Latin Europe - 6

Nordic Europe - 3 Germanic Europe - 5Eastern Europe - 8 Latin America - 10

Sub-Saharan Africa - 5 Middle East - 5Southern Asia - 6 Confucian Asia - 6


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*9 cultural dimensions identified

*Both Societal-level and organisational-level

*These are:

*Uncertainty Avoidance

*Power Distance

* Institutional Collectivism

* In-Group Collectivism

*Gender Egalitarianism

*Assertiveness

*Future Orientation

*Performance Orientation

*Humane Orientation


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*6 Global Leadership dimensions identified

*These are:

*Charismatic/Value-Based leadership

*Team Oriented leadership

*Participatory leadership

*Humane Oriented leadership

*Autonomous leadership

*Self-Protective leadership


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"A leader's strength is forged in his desire to learn and

grow as a person.- Spartan King Leonidas

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Strategic Leadership by Raps and Fifi

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