Chapter 12 – Strategic Leadership :1 Chapter 12 – Strategic Leadership Harish Gupta 071219 Himanshu Joshi 071220


Learning Objectives :2 Learning Objectives Key learning from the chapter: Define strategic leadership and describe top-level managers’ importance as a resource. Define top management teams and explain their effects on firm performance. Describe the internal and external managerial labor markets and their effects on developing and implementing strategies. Discuss the value of strategic leadership in determining the firm’s strategic direction.


Learning Objectives (cont’d) :3 Learning Objectives (cont’d) Describe the importance of strategic leaders in managing the firm’s resources, with emphasis on exploiting and maintaining core competencies, human capital, and social capital. Define organizational culture and explain what must be done to sustain an effective culture. Explain what strategic leaders can do to establish and emphasize ethical practices. Discuss the importance and use of organizational controls.


The Strategic Management Process :4 Copyright © 2004 South-Western. All rights reserved. The Strategic Management Process


Strategic Leadership and the Strategic Management Process :5 Strategic Leadership and the Strategic Management Process Figure 12.1


Strategic Leadership :6 Strategic Leadership Requires the managerial ability to: Anticipate and envision Maintain flexibility Empower others to create strategic change as necessary Strategic leadership is: Multi-functional work that involves working through others Consideration of the entire enterprise rather than just a sub-unit A managerial frame of reference


Strategic Leadership (cont’d) :7 Strategic Leadership (cont’d) Effective strategic leaders: Manage the firm’s operations effectively Sustain a high performance over time Make better decisions than their competitors Make candid, courageous, pragmatic decisions Understand how their decisions affect the internal systems in use by the firm Solicit feedback from peers, superiors and employees about their decisions and visions


Managers as an Organizational Resource :8 Managers as an Organizational Resource Managers often use their discretion when making strategic decisions and implementing strategies Factors affecting the amount of decision-making discretion include: External environmental sources Characteristics of the organization Characteristics of the manager


Factors Affecting Managerial Discretion :9 Factors Affecting Managerial Discretion Figure 12.2 External Environment Industry structure Rate of market growth Number and type of competitors Nature and degree of political/legal constraints Degree to which products can be differentiated


Factors Affecting Managerial Discretion :10 Factors Affecting Managerial Discretion Figure 12.2 Characteristics of the Organization Size Age Culture Availability of resources Patterns of interaction among employees


Factors Affecting Managerial Discretion :11 Factors Affecting Managerial Discretion Figure 12.2 Characteristics of the Manager Tolerance for ambiguity Commitment to the firm and its desired strategic outcomes Interpersonal skills Aspiration level Degree of self-confidence


Top Management Teams :12 Top Management Teams Composed of the key managers who are responsible for selecting and implementing the firm’s strategies A heterogeneous top management team: Has varied expertise and knowledge Can draw on multiple perspectives Will evaluate alternative strategies Builds consensus


Firm Performance and Strategic Change :13 Firm Performance and Strategic Change Heterogeneous top management teams: Have difficulty functioning effectively as a team Require effective management of the team to facilitate the process of decision making but … Are associated positively with innovation and strategic change May force the team or members to “think outside of the box” and be more creative Have greater capacity to provide effective strategic leadership in formulating strategy


CEO and Top Management Team Power :14 CEO and Top Management Team Power Higher performance is achieved when board of directors are more directly involved in shaping strategic direction A powerful CEO may: Appoint sympathetic outside board members Have inside board members who report to the CEO Have significant control over the board’s actions May also hold the position of chairman of the board (CEO duality)


CEO and Top Management Power :15 CEO and Top Management Power Duality often relates to poor performance and slow response to change CEOs of long tenure can also wield substantial power CEOs can gain so much power that they are virtually independent of oversight by the board of directors The most effective forms of governance share power and influence among the CEO and board of directors


Managerial Labor Market :16 Managerial Labor Market Organizations select managers and strategic leaders from two types of managerial labor markets: Internal managerial labor market: advancement opportunities related to managerial positions within a firm External managerial labor market: career opportunities for managers in organizations other than the one for which they currently work


Managerial Labor Market (cont’d) :17 Managerial Labor Market (cont’d) Advantages of internal managerial labor market include: Experience with the firm and industry environment Familiarity with company products, markets, technologies, and operating procedures Produces lower turnover among existing personnel


Managerial Labor Market (cont’d) :18 Managerial Labor Market (cont’d) Advantages of the external managerial labor market include Long tenured insiders may be “stale in the saddle” Outsiders may bring fresh perspectives


Effects of CEO Succession and Top Management Team Composition on Strategy :19 Effects of CEO Succession and Top Management Team Composition on Strategy Figure 12.3


Exercise of Effective Strategic Leadership :20 Exercise of Effective Strategic Leadership Figure 12.4


Key Strategic Leadership Actions: Determining Strategic Direction :21 Key Strategic Leadership Actions: Determining Strategic Direction Determining strategic direction involves developing a long-term vision of the firm’s strategic intent Five to ten years into the future Philosophy with goals The image and character the firm seeks Ideal long-term vision has two parts: A “Core ideology” An “Envisioned future”


Key Strategic Leadership Actions: Exploiting and Maintaining Core Competencies :22 Key Strategic Leadership Actions: Exploiting and Maintaining Core Competencies Core competencies Resources and capabilities of a firm that serve as a source of competitive advantage over its rivals Leadership must verify that the firm’s competencies are emphasized in strategy implementation efforts Firms must continuously develop or even change their core competencies to stay ahead of competitors


Key Strategic Leadership Actions:Developing Human Capital and Social Capital :23 Key Strategic Leadership Actions:Developing Human Capital and Social Capital Human capital The knowledge and skills of the firm’s entire workforce are a capital resource that requires investment both in training and development and knowledge management. Social capital Relationships inside and outside the firm that help it accomplish tasks and create value for customers and shareholders.


Key Strategic Leadership Actions: Sustaining an Effective Organizational Culture :24 Key Strategic Leadership Actions: Sustaining an Effective Organizational Culture Organizational culture The complex set of ideologies, symbols and core values shared through the firm, that influences the way business is conducted Entrepreneurial orientation Personal characteristics that encourage or discourage entrepreneurial opportunities Autonomy Proactive Innovativeness Risk taking


Key Strategic Leadership Actions: Sustaining an Organizational Culture (cont’d.) :25 Key Strategic Leadership Actions: Sustaining an Organizational Culture (cont’d.) Changing a firm’s organizational culture is more difficult than maintaining it Effective strategic leaders recognize when change in culture is needed Shaping and reinforcing culture requires: Effective communication Problem solving skills Selection of the right people Effective performance appraisals Appropriate reward systems


Key Strategic Leadership Actions: Emphasizing Ethical Practices :26 Key Strategic Leadership Actions: Emphasizing Ethical Practices Effectiveness of processes used to implement the firm’s strategies increases when based on ethical practices. Ethical practices create social capital and goodwill for the firm.


Key Strategic Leadership Actions: Emphasizing Ethical Practices :27 Key Strategic Leadership Actions: Emphasizing Ethical Practices Actions that develop an ethical organizational culture include: Establishing and communicating specific goals to describe the firm’s ethical standards Continuously revising and updating the code of conduct Disseminating the code of conduct to all stakeholders to inform them of the firm’s ethical standards and practices


Key Strategic Leadership Actions: Emphasizing Ethical Practices (cont’d.) :28 Key Strategic Leadership Actions: Emphasizing Ethical Practices (cont’d.) Actions that develop an ethical organizational culture include: Developing and implementing methods and procedures to use in achieving the firm’s ethical standards Creating and using explicit reward systems that recognize acts of courage Creating a work environment in which all people are treated with dignity


Key Strategic Leadership Actions:Establishing Organizational Controls :29 Key Strategic Leadership Actions:Establishing Organizational Controls Controls Formal, information-based procedures used by managers to maintain or alter patterns in organizational activities Controls help strategic leaders to: Build credibility Demonstrate the value of strategies to the firm’s stakeholders Promote and support strategic change


Balanced Scorecard :30 Balanced Scorecard


Key Strategic Leadership Actions: Establishing Balanced Organizational Controls :31 Key Strategic Leadership Actions: Establishing Balanced Organizational Controls Balanced Scorecard Framework used to verify that the firm has established both strategic and financial controls to assess its performance Prevents overemphasis of financial controls at the expense of strategic controls Four perspectives of balanced scorecard Financial Customer Internal business processes Learning and growth


Strategic and Financial Controls in a Balanced Scorecard Framework :32 Strategic and Financial Controls in a Balanced Scorecard Framework Figure 12.5 Cash flow Return on equity Return on assets Assessment of ability to anticipate customer needs Effectiveness of customer service needs Percentage of repeat business Quality of communications with customers


Strategic and Financial Controls in a Balanced Scorecard Framework :33 Improvements in innovation ability Number of new products compared to competitors’ Increases in employees’ skills Strategic and Financial Controls in a Balanced Scorecard Framework Figure 12.5 Asset utilization improvements Improvements in employee morale Changes in turnover rates


Thank you :34 Thank you