Strategic Leadership
The only thing harder than being a strategic leader is trying to
define the entire scope of strategic leadership a broad, difficult
concept. We cannot always define it or describe it in every detail,
but we recognize it in action. This type of leadership involves
microscopic perceptions and macroscopic expectations. Volumes have
been written on the subject, which may in fact contribute to the
difficulty of grasping the concept. One finds confusing and sometimes
conflicting information on this blended concept that involves the
vagaries of strategy and the behavioral art of leadership. Sometimes
the methods and models used to explain it are more complicated than
the concept and practice of strategic leadership itself. Exercising
this kind of leadership is complicated, but understanding it doesn’t
have to be. Beginning with a definition and characterization of
strategic leadership and then exploring components of the strategic
environment may prove helpful. Future leaders must also recognize the
nature of that environment. Finally, they should also have some
familiarity with ways of developing competencies for dealing with the
broad, new challenges that are part of leading in the strategic
environment.
What Is Strategic Leadership.
The common usage of the term strategic is related to the concept of
strategy—simply a plan of action for accomplishing a goal. One finds
both broad and narrow senses of the adjective strategic. Narrowly, the
term denotes operating directly against military or industrial
installations of an enemy during the conduct of war with the intent of
destroying his military potential. Today, strategic is used more often
in its broader sense. Thus, we use it to relate something’s primary
importance or its quintessential aspect for instance, the most
advantageous, complex, difficult, or potentially damaging challenge to
a nation, organization, culture, people, place, or object. When we
recognize and use strategic in this broad sense, we append such
meanings as the most important long-range planning, the most complex
and profound decisions, and the most advantageous effects from a
bombing campaign as well as leaders with the highest conceptual
ability to make decisions.
As mentioned earlier, strategy is a plan whose aim is to link ends,
ways, and means. The difficult part involves t...
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...e, again, to expand their perspective and increase their
conceptual ability. In fact, many of them are experts in a number of
unrelated fields. Becoming a dual expert helps one think in multiple
dimensions.
After committing to some or all of these development activities,
potential leaders should reflect on each activity as a way of mining
the total benefit and seeking greater meaning. They will also benefit
from mentoring other leaders and being mentored themselves. When
mentors share their experiences, they help others know and understand
them.
Conclusion
The many components of the strategic-leadership environment challenge
even the best leaders. The monumental consequences of strategic
decisions call for individuals with unique performance abilities who
can navigate the volatility, uncertainty, complexity, and ambiguity
inherent in the nature of those decisions. Aspiring leaders can rise
to the challenge by undergoing self-assessment and personal
development. Accepting the demands of strategic leadership involves a
transition from the art of the familiar to the art of the possible.
This is the realm of strategic leadership and the strategic
environment.
 The purpose of this paper is to identify and contrast the different styles of leadership exhibited by two characters found in the 1949 movie Twelve O’Clock High starring Gregory Peck as General Savage, Army Air Forces general. Based on a true story, Twelve O’Clock High is a inspirational account of the highly dangerous precision daylight bombing missions carried out by US Army Air Force’s 918th Bomber Group in England during the last part of World War II. In the beginning of the movie the squadron is commanded by general Davenport. It is very clear that General Davenport’s main concern is the wellbeing of his men. He obviously had developed close interpersonal relationships. The men of the squadron were completely devoted towards Davenport and they trusted any decision that he would make. General Davenport’s affection for his men comes to interfere with his ability to lead them. The squadron suffers heavy losses to planes and heavier losses to soldiers. One instance that clearly demonstrates Davenport’s incapability to uphold his responsibilities as the leader is when he jeopardizes the well being of the entire squadron by ignoring protocol and flying out of formation in the attempt to save one plane. When it becomes apparent to Davenport’s superiors that his emotional feelings have become an obstacle to his effectively leading the squadron they relieve him. General Savage who is ordered to take over the underachieving bomber group experiencing heavy losses because of poor technique and lack of focus. Savage takes a kind of tough love approach, holding his men to the highest standards. Savage makes the point that the ultimate objection of the squadron is to successfully complete the assigned missions. Throughout the movie Savage constantly makes it absolutely clear to the squadron that no one individual’s wellbeing will be placed ahead of the entire team and the success of the team. Initially the changing of the preceding General dispirits the squadron. They felt that General Savage was uncompassionate considering the men as nothing more then numbers that were dispensable at his convenience. After several missions that were marked by a remarkable turnaround in success the man eventually come...
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