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The Influence Of Strategic Leadership

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Background Strategic leadership represents a process used by leaders with an aim to achieve a desirable and well-understood vision through influencing organizational culture, resource allocation, and providing policy directive (Schwartz & Castelli, 2014). The process also includes building consensus in complex and uncertain situations that exists in business environments where there are great opportunities and increased levels of risks (Bibu & El-Moniem, 2011). According to Honore (2009) employee motivation encompasses a host of factors that are either extrinsic or intrinsic which cause employees to pursue organizational goals and act in certain ways. Extrinsic factors emanate from aspects related to an organization such as the provision …show more content…

Strategic leadership requires creating meaning and purpose for the organization with a powerful vision and mission that creates a future for the organization (Hambrick, 2007). Despite the burden of strategy implementation being placed on the top managers in an organisation such as the Chief Executive Officer (CEO), the input from lower level managers as well as other employee networks contribute significantly towards the implementation of the strategy. As a corporate or strategic leader, one has a role in developing a vision that inspires the organization’s employees as well as partners, where appropriate clients and the community at large. Therefore, organizational leadership is central to the creation of a learning and performance culture in the organization that motivates managers and staff members to pursue organizational …show more content…

One of the theories in this area of research is the upper echelons theory. The central premise the theory is based on bounded rationality indicating that situations that are informationally complex and riddled with uncertainty are not handled from an objective point of view by the top managers of an organization but they are merely interpreted from their experiences (Hambrick, 2007). From this theory, organizations are a reflection of the top leadership and hence to develop an understanding of the manner in which organizations act, it is important to consider the existing disposition of the top leadership in the organization (Hambrick, 2007). Other areas of literature that have been mainly developments of this theory indicate that in essence what need to be studied are the characteristics of the entire top management team rather than the traditional focus of the top individual executive who in most cases is the CEO. The literature indicates that higher leadership in organizations is a shared activity, and hence, strategies are determined by the collective cognitions, interactions and collaborations among the top leadership as a

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I suspect that symbolic interactions – which explains how people act towards things based on their social interaction and interpretation of things, which might cause that individual to create and adapt to “truths” of a limited scope (Schneider and Schroeder, 2012, p. 270). The CEO did not interject into this situation, but played an important symbolic role by getting feedback from legal counsel, VP, CIO and the CTO. The CEO’s symbolic frame of thought was more muted, but the CEO understood the asymmetric power struggle among his executives. In this situation, the CEO showed great leadership in exhibiting a “meaning-making” symbolic leadership (Bolman & Deal, 2013, p. 355) where an inspirational style of leadership would not have been effective. Structurally, the company ought to develop new policy, plan and procedure for emergencies for all emergency scenarios for different departments, and enforce continuous training.

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According to Belias and Koustelios, “the leader plays a key role in the practice of the organization’s values and mission and the development of internal and external relationships” (2015). A leader is a strong role model who helps inspires others to perform their job in the best way possible. It is important to lead by example and be open to help others to be their best self (R. Carrels, personal communication, May 21, 2018). An organizational culture is “not a stable and commonly accepted situation” (Belias & Koustelios, 2015).

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The Senate Armed Services Committee's (SASC) questions to General Sullivan in 1991 reflect the scope of strategic leadership by exploring an amalgamation of strategic leadership characteristics. The Strategic Leadership Primer highlights alignment, visioning, and change as key characteristics for consideration (Gerras, 3). Alignment considers how various sub-units of an organization synchronizes to meet its goals and ensures a strtegic advantage over competitors. Visioning is the ability to cultivate and express a captivating idea. Change is a process of altering some or all components of an organization to make it more effective (Gerras, 3-5).

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Thus, theory Y is proposed in order to replace the traditional context with a new and positive outlook. It connotes that employees are well-satisfied with their jobs, dedicated, hardworking and innovative. Leaders that possess the traits of theory Y are perceived of positive benefits while working as a team in regard to mutual trust, collaboration and contributions (“Content Theories of Motivation,” n.d., p.

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The leadership of Tesco motivates employees because of which the organisation consistently provides effective services to consumers. It is noted that the management of the organisation emphasises on the significance of the appointing roles of leadership to people within the organisation in such a way that they are aware of their responsibilities to implement the strategic decisions through the effective communication in the form of meetings and follow up on employees for ensuring that they are not drifting away from the providence of quality services and efficient company operations (Data monitor, 2010; Pergamon Flexible Learning, 2005). The leadership style is being implemented by the management and it is imitated by the leaders of team within each department. However, every leader of department is appointed by management and it has changed the organisational structure of Tesco. For instance, the duty managers in every store lead employees in decision making process on daily basis that supports the operations of store.

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Leadership and subordinates concept has for centuries been central tenet of human society. Numerous definitions of leadership have been proposed, but most conclude that leadership is a process, entails influence, occurs within a group setting and involves shared goals or vision (Schreuder, Roelen, & Van Zweeden, 2011). Studies in recent years have also drawn more attention due to its roles in the failure or success of an organization (Yukl, 2010). According to Michael (2011), leadership style has a direct cause and effect relationaship on organizations and their failure. These suggest that leadership style adopted by the leader determine values, culture, change tolerance and subordinates acceptance of leader.

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Motivation is essential for a group as well as an organization. In the eyes of the leader of organization McDonald’s, authorizing and inspiring staff members to do the best in their job and they’re capable of helps create job satisfaction, lowering gross revenue in an industry that has a standing for stimulating its employees. In addition, a glad, stable workforce not just conveys better customer service; it is likewise more compelling at building deals and attracting repeat business. There are five concentrate benefits of employee motivation which Mc Donald’s approached at: 1. Improved Productivity 2.

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