Strategic Leadership

Strategic Leadership Leader means mid-Manager and Supervisors in the past. In order to differentiate, CEO and other manager, the term Strategic Leader was used. Top Executives 1. To cope with Globalization 2. International competition 3. Rapid technological change and social change Organizational effectiveness is the long-term prosperity and survival of the Organization. To be successful organization must adapt to their environment, acquire necessary resources, and conduct operations in efficiency ways. Leaders can influence organizational performance in several ways, including decisions about the competitive strategy, human resources, and the management programs, systems, and structure. Determinants of Organizational Performance 1. Adaptation to the Environment 2. Efficiency and Process Reliability 3. Human Resources and Relations 4. Competitive Strategy 5. Management Programs, Systems, and Structures Adaptation - responsiveness When external environment is volatile and uncertain. 1. Accurate interpretation of info about the environment 2. Collective learning by members 3. Accurate mental model about the determinants if performance 4. Effective knowledge management 5. Flexibility of work process 6. Innovation in process 7. Availability of discretionary resources Efficiency and Process Reliability 1. The use of 2. The competitive strategy 3. When crisis occurs 4. Improve by redesigning work process 5. Using new technology 6. Coordinating unit activities Human Resources and Relations 1. Human Capital 2. Social Capital Competitive Strategy Leaders formulate Competitive Strategy with the use of change-orientated behaviors Management Programs, Systems, and Structures How Leaders influence Organizational Performance The Leader Behavior and Decision 1. The Task-orientated behavior To improve efficiency and process reliability 2. The Relationship-orientated behavior To improve human relation and human resources 3. The change-orientated behavior To improve innovation and adaptation to the external environment To make decisions about competitive strategy, organization structure, and management programs. 1. Trade-offs and Synergies 2. Coordinating Leadership Across Levels and Subunits Situations affecting Strategies Leadership 1. Constraints on Top Executives 2. Environmental uncertainty and Crises Organizational Culture consists of shared assumptions, beliefs and values for the members. 1. Functions of Culture 2. Culture and Organizational Performance 3. Leader influences on Culture I. Use of Ideological appeal and repeated articulation of an inspiring vision II. The use of Culture forms III. Creation and modification of Formal programs, systems, structures and facilities 4. Difficulty of Culture change In general, it is much more difficult for leaders to change culture in a mature organization than to create it in a new organization. Emerging conceptions of Organizational Leadership 1. Shared and Distributed Leadership 2. Relational Leadership 3. Complexity Theory of Leadership Two Key Responsibilities for Top Executives 1. External monitoring 2. Developing competitive strategy Guidelines for Strategic Leadership 1. Determine long-term objectives and priorities 2. Learn what clients and customers need and want 3. Learn about the competitors 4. Assess current Strength and Weakness 5. Identify core competences 6. Evaluate the need for a major change in Strategy 7. Identify promising strategies 8. Evaluate the likely outcomes of a strategy 9. Involve other executives in selecting a strategy Questions for Leader ၁. ေခါင္းေဆာင္မွဳကို ဘယ္လို အဓိပါယ္ဖြင့္ဆိုမလဲ ၂. ဘယ္သူေတြဟာ သင့္ရဲ႕အားက်ေလးစားရတဲ့ ေခါင္းေဆာင္ေတြလဲ ဘာျဖစ္လို႕သူတို႕ကို ေရြးခ်ယ္ရတာလဲ ၃. ကိုယ့္ရဲ့ဘဝကို လႊမ္းမိုးခဲ့တဲ့ ေခါင္းေဆာင္ေတြဟာ ဘယ္သူေတြလဲ ၄. ေခါင္းေဆာင္တယ္လို႔ေျပာရေလာက္တဲ့ အခ်ိန္အခါေတြ ရိွခဲ့ဖူးလား ၅. ႏွစ္ႏွစ္ကာကာ စိတ္ဝင္စားတဲ့ အရာဟာ ဘာလဲ ၆. အျခားလူေတြ မင့္ေနာက္ ဘာေၾကာင့္ လိုက္သင့္တာလဲ ၇. အျခား ၈. ၉. အခု ဘာစာအုပ္ေနေတြ ဖတ္ေနသလဲ ၁၀. ေနာက္လိုက္ေကာင္း တစ္ေယာက္ေကာ ဟုတ္ပါရဲ့လား