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STRATEGIC LEADERSHIP Hugh D. Sherman September 6, 2008 Brazilian Executive Seminar.

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Presentation on theme: "STRATEGIC LEADERSHIP Hugh D. Sherman September 6, 2008 Brazilian Executive Seminar."— Presentation transcript:

1 STRATEGIC LEADERSHIP Hugh D. Sherman September 6, 2008 Brazilian Executive Seminar

2 What is Your Definition of Critical Leadership Skills?

3 New Competitive Environment Major Trends in the Environment? 1.Shift in Economic Power Among Nations 2.Sustainability as an Opportunity 3.Others?

4 New Competitive Environment How has management changed to adjust? 1.Work Contract 2.Structure: decentralization & empowerment 3.External market measures

5 LEADERSHIP CONTINUUM Strategic Leader Transactional - Manager Laissez-faire Inspirational motivation – broad vision Contingent rewards – negotiated Absence of leadership Coaching, encouragement Management by exception Little contact with employees Assist individuals to obtain goals development Individuals as asset to organization Little concern

6 NEW LEADERSHIP THEORIES The new theories focus on charismatic, transformational, and visionary leadership. These theories emphasize the interpersonal processes between leader and followers. Ireland & Hitt (1999) AME

7 LEADERSHIP IN DIFFUSE POWER STRUCTURES Legislative leadership skill Relies more on persuasion, political currency and shared interests “ Make sure the right decisions happen – for the long term greatness of the institution and the achievement of its mission” - Collins

8 STRATEGIC LEADERSHIP Definition - Ability to anticipate, envision, maintain flexibility and empower others to create strategic change  Long term competitiveness -Need to respond quickly & appropriately to environmental change  Requires continually changing set of assumptions and accepted wisdom as to how industry operates Ireland & Hitt (1999) AME

9 STRATEGIC LEADERSHIP TASKS Develop Strategic Vision Core Competence Develop Human Capital Effective Organizational Culture Balanced Control Systems Ethical Practices

10 Creation of High Performance Organization: 1.Strategic Vision 2.Culture 3.Development of People

11 1.STRATEGIC VISION Definition - a concept for a new and desirable future reality Provides an identity, shared values Collins & Porras study of long term performers (Book -Built to Last)

12 Strategic Vision - Purpose Based in Charismatic Research Similar to mission, aim, target in that it provides direction and focus But focus is future opportunities, represents a change in strategy Taps people’s energy and emotion

13 STRATEGIC VISION Peter Senge (Fifth Discipline) -One of the most powerful forces is a shared vision. Shared visions derive their power from a common caring. People have a desire to be connected to an important undertaking.

14 STRATEGIC VISION - EXAMPLES NASA Ben & Jerry’s Ice cream Johnson & Johnson

15 STRATEGIC VISION - PITFALLS  Need to build consensus & obtain commitment versus compliance (Gertsner – “if people do not buy the logic the change will not stick”)  Takes time & patience - Not a one-shot deal

16 2. Organizational Culture Definition: shared ideology, core values which determines the way things get done Gertsner – “culture is isn’t just one aspect of the game – it is the game”

17 Organizational Culture High performing organizations create cultures around their strategic vision. Strategic leaders must sincerely believe and continuously practice the stated values. The executives must be careful to lead by example.

18 3. Development of People No job is more important than finding & developing great leaders “Have to have the right people on the the right seats” Collins in Good to Great The right people can adjust to change and develop other people

19 Development of People Talented managers want: Exciting challenges Associated with an organization that is making a difference Open, trusting, performance oriented culture

20 People Disney’s Michael Eisner “Our real product is managing talent. That is what we do here, and we never lose sight of that, because without it what do we have? Jack Welch - my whole job is picking and providing opportunities to the right people.

21 Where have all the leaders gone?

22 Past: Professional schools teach rational manager approach. Only effective when world was more stable Today: Leaders need to: Visualize the future Motivate, inspire employees Ensure that the organization is adapting to changing needs

23 The best organizations are those that offer us the opportunity to attain meaning and fulfillment in our work. That have a passion for making a difference.

24 NEW STYLE OF LEADERSHIP  Lead with purpose, meaning and values  Build enduring relationships with people  Authentic (definition: genuine, worthy of trust, reliance or belief)

25 Man in the Arena – T. Roosevelt "It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, because there is no effort without error or shortcoming, but who knows the great enthusiasms, the great devotions, who spends himself for a worthy cause; who, at the best, knows, in the end, the triumph of high achievement, and who, at the worst, if he fails, at least he fails while daring greatly, so that his place shall never be with those cold and timid souls who knew neither victory nor defeat."

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