...Strategic Leadership Change Initiative James Rothaar February 23, 2013 I am a content producer and a senior staff writer for a digital luxury-lifestyle magazine called JustLuxe.com. As a content producer, I curate content and produce a daily-news section within the website that is called the DailyLuxe. I also write feature articles for the publication. There are 40 categories of topics that the publication covers. The online magazine-styled website is geared toward an upscale audience. The company, which began in 2004, is privately owned and receives nearly 2 million visitors on a monthly basis. The number of monthly visitors to the website has grown tenfold from 2004 to 2012. I have worked with JustLuxe since 2005 and have written more content than any writer for it. My goal is to upgrade the quality of the content and to improve the working conditions for the editorial team of JustLuxe. The objectives would be achieved by providing more support for the group via a realignment of the department, more documentation on the expectations of employees, and a proactive leadership. The publication, JustLuxe, was built with a mixture of advertising and the appropriate content for the readership of the magazine. Over the past year, it has become apparent that the content needs to be upgraded to maximize the promotional budget. Previously, there was a direct relationship between advertising dollars spent per month and the total number of people that visited...
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...challenging environment which is competitive and filled with changes. In order to improve the performance and success in this environment, organizations would need effective strategic leadership. It has also found that in the last few years, there have been explicit contributions from researches which help the managers to adapt today’s business environment by understanding and implementing the strategic leadership (Mary et al, 2008). This paper will discuss strategic leadership by introducing the definition of the strategic leadership as a start. The paper will then analyse what does the strategic leadership mean to the organizations and explain why organizations need strategic leadership in three angles: the change of business environment; the inadequacy of traditional management role for organizations; the importance of strategic leadership in terms of organizations’ strategy implementation. Furthermore, this paper will discuss three implications that the strategic leadership could bring to organizations from the perspectives of: stakeholder, business culture and globalization, respectively. The paper will also give examples for each implication to illustrate why organizations would be benefit from good strategic leadership from all the three perspectives. What is the strategic leadership? The strategic leadership, as defined by Ireland & Hitt (2005, p. 63) which has been popularly used in many academic papers, is “a person's ability to anticipate, envision, maintain flexibility...
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...George Jones Strategic Leadership January 11th, 2016 Strategic leadership is about changing an association through its visions, values, culture and atmosphere, as well as structure and frameworks. Leading strategically involves discovering the few key things an organization needs to do well and can do well. It’s also essential is making the conditions expected to act on the whole on the ramifications of that revelation. To do this, associations need to comprehend technique as a learning process. The reason for key authority, then, is to drive associations to end up constant learning motors. Strategic leaders are the individuals who ceaselessly create and find methodology and hold it in a progressing condition of detailing, usage, reassessment and amendment. Vital authority requires an unmistakable comprehension of the aggressive circumstance confronting your association. This includes gathering and translating data about the association's outer surroundings and its interior reality. Vital pioneers need to comprehend the talked and implicit society of the association and its initiative. Analyze your vision, mission and values. Envision the organization ten or a quarter century into the future and then take the gap from that projection and go about how you should succeed. Key administration requires a proceeding with evaluation of your association's viability. This includes taking a gander at markers of current execution contrasted and expected execution. Are sufficient...
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...Part A While developing my leadership skills, I have to soon ask myself, “What leadership styles are best-fit to me and my team?” To answer this question, the moment I assumed myself as a team leader, I’d decided to not only achieve team’s goals but also enhance my skills progressively. Tuckman (1965) explained that a team or/and a group usually develops smoothly over several stages: Forming, Storming, Norming and Performing.1 Thereby, as soon as we had received a case-study from lecturer, I started to construct my own procedure, which is based on Tuckman’s stages, the given deadline, and my teammate’s individual differences. Situation & Solution For this case-study, we’re asked to analyse and give a solution for IKEA’s eventual future...
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...Strategic leadership provides the vision and direction for the growth and success of an organization. To successfully deal with change, all executives need the skills and tools for both strategy formulation and implementation. Managing change and ambiguity requires strategic leaders who not only provide a sense of direction, but who can also build ownership and alignment within their organisation to implement change. [edit] Processes Building prepared minds on a large scale is critical for companies needing to reset the strategic direction and transform the organization. Getting employees pointed in the right direction with the ability to learn and adapt concurrently helps ensure the strategy will deliver what leaders are looking for. Success requires a different way of thinking about how to marshal the resources of the organization to formulate and execute strategy. This way of thinking balances a focused analytical perspective with the human dimension of strategy making (as documented by the Park Li Group). These practices, coupled with a commitment of management time to engage the entire business in a strategy dialogue, lay the foundation for building winning organizations that can define, commit, adjust and adapt strategy quickly[3]. [edit] Strategy execution The analytical dimension and the human dimension Leaders face the continuing challenge of how they can meet the expectations of those who placed them there. Addressing these expectations usually takes the form of...
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...Anticipate Most organizations and leaders are poor at detecting ambiguous threats and opportunities on the periphery of their business. Coors executives, famously, were late seeing the trend toward low-carb beers. Lego management missed the electronic revolution in toys and gaming. Strategic leaders, in contrast, are constantly vigilant, honing their ability to anticipate by scanning the environment for signals of change. We worked with a CEO named Mike who had built his reputation as a turnaround wizard in heavy manufacturing businesses. He was terrific at reacting to crises and fixing them. After he’d worked his magic in one particular crisis, Mike’s company enjoyed a bump in growth, fueled in part by an up cycle. But after the cycle had peaked, demand abruptly softened, catching Mike off guard. More of the same in a down market wasn’t going to work. Mike needed to consider various scenarios and gather better information from diverse sources in order to anticipate where his industry was headed. We showed Mike and his team members how to pick up weak signals from both inside and outside the organization. They worked to develop broader networks and to take the perspective of customers, competitors, and partners. More alert to opportunities outside the core business, Mike and the team diversified their product portfolio and acquired a company in an adjacent market where demand was higher and less susceptible to boom-and-bust cycles. To improve your ability to anticipate: Talk...
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...Assignment * Introduction * To explain the link between strategic management and leadership in your chosen organization * To analyze the impact of management and leadership styles on strategic decisions in your chosen organization. * To evaluate how leadership styles can be adapted to different situations in your chosen organization * To review the impact that selected theories of management and leadership have on organizational strategy of your chosen organization * Create a leadership strategy that supports organizational direction in your chosen organization * Conclusion Introduction Rustar tourism was established more than 10 years ago in 1996 in Dubai. Its market mostly is Post USSR countries-travel agencies, hotels and tour agencies. Rustar turism providing services such as tours and excursions, booking hotels, providing transportation for tourists. During this ten years company grew up and became one of strongest company in UAE. General manager did a lot of effort to rise this company. In Rustar tourism there is no leaders, there is one authoritarian leader – general manager who manages and controls company. He is deciding everything and without him nobody can make any decision. He maintains strict control over followers by directly regulating policies, procedures and behaviors. He believes , that his employees will not comlete the job and they will fail. He is very aggressive and strict to his subordinates...
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... General George Marshall, Army Chief of Staff Reflection Paper on Strategic Leadership Seminar, block 1 On the verge of block two of Strategic leadership seminar, I am pondering over my own leadership experience gained last two decades at the tactical level. As an infantry officer for 20 years, most of my time was spent in the field with the troops, in spite of attending...
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...Strategic Leadership by Executives Leadership Management, SS 2012, Group 1121 DO2, Master of Finance 2011 0 Table of content Table of content ...........................................................................................................1 Introduction ..................................................................................................................2 Framework for the Influence of Leaders ......................................................................2 Hard Facts on the Success of Executives....................................................................3 Evolutionary change and strategic leadership .............................................................4 Executive Tenure and strategic Leadership.................................................................6 Competing values ........................................................................................................7 Executive Teams..........................................................................................................8 Monitoring the Environment .........................................................................................9 Formulating and executing strategy ...........................................................................10 Conclusion .................................................................................................................12 1 Introduction The following assignment with the title...
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...TABLE OF CONTENT 1.0 Introduction 2 2.0 Measurement of Success 2 3.0 Reasons Behind FedEx Corporation’s Success 4 3.1 Excellent and Leading Service Quality 4 3.2 Effective Employee Management 4 3.3 Intended Acquisition Strategy 5 3.4 Sustained Innovation 5 3.5 Global Reach and Further Expansion 5 3.6 Pursuance of International Market Dominance 5 4.0 Justification of FedEx Corp. Success 6 4.1 Value Chain Framework 6 4.1.1 Support Activities 6 4.1.2 Primary Activities 7 4.2 VRIN Framework 7 4.2.1 Value 7 4.2.2 Rarity 8 4.2.3 Inimitability 8 4.2.4 Non – Substitutability 9 4.3 International Strategy 9 5.0 Contribution of Leadership 11 5.1 Traits Theory of Leadership 11 5.2 4E’s of Leadership 11 5.1.1 Envision 11 5.1.2 Enable 12 5.1.3 Empower 12 5.1.4 Energise 12 6.0 Challenge for Future Success 13 6.1 Intense Competition 13 Reference List 14 LIST OF FIGURES Figure 2.1: Annual Financials of FedEx Corp…….……………………………………………………………………2 Figure 2.2: FedEx Market Share…………………………………………………………………………………………….3 Figure 2.3: Air Freight & Logistics Market Growth…………………………………………………………………3 Figure 2.4: Customer Satisfaction Benchmark……………………………………………………………………….4 Figure 4.1: Porter's Value Chain Framework………………………………………………………………………….6 Figure 4.1.2: FedEx Primary Activities……………………………………………………………………………………7 1.0 Introduction According to Amsler et al (2010), the market of shipping and transport logistics has become a leading...
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...Strategic Leadership Critically evaluate the concept of strategic leadership | Introduction Every business, especially within our current and very intricate global settings, is subject of an extremely challenging venture in terms of features which may influence the function of an organisation (Hakansson and Snehota, 1995; Yli-Renko and Autio, 1998). The achievement or an eventual fiasco of a business is ascribed to these features (Gulati et al., 2000; Möller and Rajala, 2007). Therefore, strategic leaders aptitudes ought to be advanced perpetually and accurately in order to prepare them to face todays challenges as they might be eventually harder in the forthcoming (Hitt et al., 2009). Within the context a lucrative organisation, it is clearly acknowledge that the organisation ought to attempt and reach the level of customers’ contentment in order to be on top of the industry competition as well as generating benefits. In this way, to be capable to achieve its corporate objectives, the management of actual organisation must be directed by the principle of strategic leadership. Principally, the core intention of this paper is to critically evaluate the concept of strategic leadership. In this, possible advantages and restrictions of the execution of strategic leadership will be argued by the author of this paper. Moreover, this paper will attempt to provide a number of understanding information regarding the basic features of strategic leadership for instance strategic...
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...relationship between strategic management and leadership Q: Explain how has leadership been used to support such strategy and develop an organizational culture that could accept and how the link worked between strategic management and the leadership? 1.1 (Criteria 1.1 Explain the link between strategic management and leadership) To discuss the relation between the strategic management and leadership we must have understanding what is the meaning of these two terms. Strategic Management and Leadership are interconnected with each other; if we understand the concept of said terms it is easy to explain the whole process in a good manner. Strategic Management: This phrase can be defined as “Strategic management is the process of managing the pursuit of organizational mission while managing the relationship of the organization to its environment” (James M. Higgins). “Strategic management is defined as the set of decisions and actions resulting in the formulation and implementation of strategies designed to achieve the objectives of the organization.” (John A. Pearce II and Richard B. Robinson, Jr.). “Strategic management is the process of examining both present and future environments, formulating the organization's objectives, and making, implementing, and controlling decisions focused on achieving these objectives in the present and future environments” (Garry D. Smith, Danny R. Arnold, Bobby G. Bizzell). “Strategic management is a continuous...
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...12 5.References 13 Introduction Leadership and strategic Management have been the most debatable topic in the recent time. Many people have defined argued about Leadership styles and Management. They researched and wrote many books about them and no one reached the common style. the styles depend on the situation present at the time. To be a good leader or a Manager a person has to act wisely in different situations. Strategic Management also an important thing in decision making process. A Leader or a Manager should be able to cope with the future needs of an organization and should keep in mind in the impact of certain strategies on his company in long term. Strategic Management Strategy is described as the way of achieving our objectives. Defining strategy means that you are actually defining a road map for achieving your Goals. Strategic management is the process of establishment and maintaining good strategies. A leader is defined as someone who has the capacity to create a compelling vision, and to translate it into action and sustain it.(Bennis, 1989) There are significant differences between ordinary management and leadership, although functionally they can be combined in the same individual.(John Kotter, 1990) “In business, we see an evolution of the concept of leadership. For decades, the term leadership referred to the people who hold top management positions and the functions they serve...
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...Introduction Seylan Bank PLC, founded in 1987 and opened for business a year later; being one of the most admired banks in Sri Lanka and a leading innovator of banking services in the country, the fifth largest Bank in Sri Lanka and part of the mighty Ceylinco Group. The goal of the founding chairman, Dr. Lalith Kotelawela was to offer customers a more welcoming, customer friendly and service-oriented alternative to the traditional banking environment that was generally perceived to be formal, regimented and austere. The Bank quickly differentiated itself from other institutions in the market with a range of innovative services and attractive products including extended weekday banking hours as well as Saturday service, several bonus interest options and Cash-card access to non-resident foreign currency accounts that were often used by Sri Lankan expatriates to transfer funds to their dependents. Customers who had always been waiting for better interest returns for their deposits and with their trust to the public image of Dr. Kotelawela wasted no time and became customers of this newly established financial institution. Seylan soon became a well known brand in the industry with rapid growth and paying the highest interest returns to depositors. As per the company’s ‘The Case Study’ (2009) report, in its first partial year of operations, Seylan reported an after tax profit of Rs. 11.3 Million ending at 31st December 1988. Over the next 17 years, the Bank grew at an unprecedented...
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...PAPER Theoretical and Practical Change in Strategic Organizational Leadership By: John King BSM 3-200 MGT 499 Capstone: Strategic Organizational Leadership Executive Summary The rationale or objective of this Capstone Paper is not to support or defend a particular type of strategic organizational leadership; but, to explore and analyze the theoretical and practical changes that cause organizational leadership to alter its goals and effectiveness, by way of strategic variables or necessity. The understanding and significance of theoretical and practical change in organizational leadership is fundamental to the nature and trends of business and government goals and their effectiveness. Organizational leadership is a planned social process that a person or persons in charge, lead or organize groups of people to achieve a common objective. This process may be orchestrated on a large or small scale and for profit or power. This strategic process is not normally the vision of a manager initially, but the dream or idea of the true leader. The strategies used by the leader of an organization often establish the culture of the organization (Flamholtz, & Randle, 2008). Theoretical and practical change in organizational leadership appears to be involved heavily with organizational culture or behavior. The history and background of organizational leadership has illustrated both fundamental and enlightening...
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