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Strategy evaluation
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Strategic Leaders and Top-Level Management in an Organization
Strategic leaders provide the direction, vision, purpose for growth, and context for success of an organization. The most effective organizations are preparing now for tomorrow’s leaders, precisely seeking future leaders that possess qualities that include ambition, strong training skills, leadership skills, and those who transition into change well (“Five key traits,” 2013). Furthermore, understanding how culture ties into an organization and the influence that top-level managers have in organizations is very important.
Characteristics of Strategic Leaders and the Role of Culture
The distinguishing characteristic of strategic leaders compared to team-level employees is that it
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In organizations, there are typically three levels of management; there is top-level, middle-level, and first-level. This is referred to as management hierarchy. All levels of management are responsible for planning, organizing, directing, and controlling in the work place. Additionally, there are differences across the management levels as to what types of management tasks each does and the roles that they take in their jobs. Top-level managers consist of the board of directors, president, vice-president, CEO, and other similar positions. They are responsible for planning and directing the entire operation of the organization (“The role of management,” 2014). Top-level managers do not direct day to day activities; however they are responsible for setting goals for the organization and directing the company to achieve them. Top-level managers often have a great deal of management experience. Every part of what lower level managers and subordinates do generally come from top-level managers. It is the lower levels of management responsibility to implement these standards to the subordinates. Every decision made by top-level management has an effect on the organization and other members within the organization (“The role of management,” 2014). One wrong decision can cause a lasting effect over an organization. That is why those in top-level management positions gave a wealth of knowledge and experience. Without top-level management companies would lack a great deal or structure and
Jay, J. (2012). Strategic Leadership Review, Volume 2, Issue 1. In Scholasticahq. Retrieved Janurary 26, 2013, from https://scholasticahq.com/supporting_files/397/attachment_versions/394.
Management is the basis of how any given organization operates and how each activity preformed is organized that makes each day possible and profitable for the overall good of the company. Power and responsibility levels are ranked amongst each individuals own skill set, education, and experience level in an organization. Management has many levels depending on each individual company and its size. This can consist of several people answering to one main head of operations, or thousands upon thousands answering to several different tiers of management (Bauer & Erdogan, 2012).
Strategic leadership comprises styles and abilities to yield employee performance producing the desired outcome. Leadership styles consist of various components, dependent on situations, and produce one of three responses- commitment, compliance, and/or resistance (Trident 2016). As leadership engages the use of power to influence employee outcomes, leaders develop personal leadership styles in order to empower the workforce. Efficient directors possess influential powers such as legitimate, expert, reward, coercive, and referent, allowing managers to obtain desired employee performance while empowering the workforce (Eveland n.d.). Various models of leadership styles have evolved, evident in innumerable situations, yet not limited to
Leaders ensure culture of the organization is understood and adhered to; they also spearhead cultural change efforts
(2014) is “the way in which leaders interact, make decisions, and influence others in the organization” (p 237). The culture needs to foster cooperation from all areas of an organization, while providing the ability for adaptation and growth. Not all organizations culture will be the same, there is not a correct one that can blanket all organizations to cozy success. (3) Talent Systems. Human capital drives all organizations, the right people need to be in the right jobs with the correct opportunities for growth and advancement. There must be a constant search for strategic thinkers and leaders able to step up with called upon. The authors mention “Talent Sustainability” (p. 248), there must be enough qualified employees ready to move up so the organization will not stall while searching for others to replace others due to attrition, or other opportunists. (4) Organizational Design, must take a number of variables into account while providing structure to an organization. Hughes et al. (2014) state “the design of the organization is a trade-off between options, each with advantages and disadvantages” (p 253). The correct design can help clear the hierarchy of an organization and the proper channels for
Organizations are experiencing a rapid transformation in the environment, which has caused them to reevaluate how they do business. Economic changes, globalization, and expansions in technology have warranted the need to adapt quickly to changes in the environment (Schneider, 2002). Organizational leadership has three general components: setting the direction for the organization, organizational performance, and change management (Johnson, 2011). It is critical for organizations to position themselves in this competitive market for success.
Managing employees, the distribution of power is not distributed optimal the way I see it. It would be if most managers were ready for that type of job but they aren’t. Not being ready for a job where you lead people hurts the people under the manager. The way that this can be changed if the workers above the mangers really train and prepare them to actually be a manager instead of just moving up the employee who does great at their job, because you can be a good worker and not a good
Leadership is defined as the action of guiding an individual or group of people. Effective leaders shape the behavior and thought process of the individuals around them. As a result, the success of an organization is often impacted by the leadership style and approach of its leaders. Even when engaging with multiple people, impactful leaders maintain their own style of leadership but occasionally change their approach based on the motivational needs of each individual. However, regardless of the style, leadership within an organization is designed to drive the performance of their employees and it is done through proficient communication. This guidance influences the culture of an organization, which subsequently, helps to shape its leaders.
...l man who enables others to think and do in his way (role model) and his employees work him for unconditional loyalty (e.g. his PA), also, adopt a fair system of rewards and punishments; however, as a leader sometimes he just needs some transformational styles which respect and communicate with followers equally rather than forced them to shut up rudely. As for organizational culture, the article obtains further understanding that some factors attribute to detect cultures existed in an organisation, communication system, for example. As a result, it can be identified that his culture not only can be classified as power but task. Moreover, due to the changeable outside environment, compounded and flexible cultures seems to be a better way for an organisation’s sustainable development. Therefore, leadership is tightly related to organizational culture.
An organisation is a deliberate arrangement of team consisting different personal identities to accomplish some specific goals and managers are the ones who hold the responsibility of mastering and placing them together to strive for that purpose (Robbins, Bergman, Stagg, and Coulter, 2008). Robbins et al. (2008) have stated that managers are people who coordinate and oversee the work activities of others so that the goal is accomplished effectively and efficiently. Managers usually possess qualities such as having strong communication skills, flexibility, imagination, enthusiasm, problem solving skills, and of course the desire to be a great leader (Phdinmanagement.org, 2014). The structure of management conducted by a manager is often influenced by the four functions introduced by Henri Fayol (planning, organising, leading, controlling); how Henry Mintzberg’s management roles play in the organisation and also the three essentials management skills proposed by Robert L. Katz (Robbins et al., 2008).
Regardless of one’s leadership level, it is impossible to know all and have all the answers. It is necessary to listen to many sources including your leadership team and people within the organization to know what is going on at all levels. Leaders know to rely on a team; they do not attempt to navigate the course alone.
Usually, the belief is that the managers, administrators, presidents or even the supervisors, have the greatest source of power, because they are at the top of the ladder in the hierarchy of the organization. The reality is that they need
Corporate level is the most INFLUENCE because this level is concerned with the whole scope of an organisation. This level have more power because executive directors and deputy directors have lots of works to do like resign the documents, give the permission for other human resources, finance, technical information. Also it is most important because it is the basis of other strategic decisions. This level have more priority than other levels.
According to Parkinson’s Law the growth in the number of managers and hierarchical levels is controlled by two principles: (1) “An official wants to multiply subordinates, not rivals,” and (2) “Officials make work for one another (Parkinson 14).” Hence, managers are building an empire for themselves, a tall hierarchy. The higher the empire increases, the higher the managers position become in the organization.
Shaping a culture is a difficult task, because many of the valuable qualities a leader might have are never taught in a classroom. These qualities can be learned through out a life of experiences. Emotional development, genuineness, and a strong character are all essential qualities if leadership in a culture-driven company is to be effective. This analysis will discuss the relationship between a successful leader and the organization cultural change in today’s business.