ch 13 Flashcards
what is strategic leadership
anticipate and envision the future, maintain flexibility
think strategically
initiate change
vision
where are we headed?
mission
who are we?
stategy
how do we get there?
Mechanisms for execution
what do we do right now?
what are the strategic leadership skills
- anticipate
- challenge
- interpret
- achieve
what is the vision
future that is credible yet not readily attainable
what does the vision do (essay)
- links the present to the future
- energizes people and focuses attention
- give meaning to work
- establishes a standard of excellence and integrity
common themes of a vision
- has broad appeal
- deals with change
- reflects high ideals
- defines the destination and the journey
leaders steps to creating a vision
- target a vision
- co-create the vision
- identify strengths
- write draft
- solicit feedback and create final
- share vision
what is the mission
its the organizations core broad purpose and reason for existence
what does a mission do
- defines the character
- draws people in
- motivates workers
what are leaders noble purposes
- discovery - finding new
- excellence - being the best
- altruism - providing service
- heroism - being effective
strategy
general plan of action that helping the organization attain its goals
what are the elements of strategy
- core competence - does well in comparison to others
- synergy - interaction to produce a joint effect that is greater then the sum of parts
- value - combination of benefits received and costs paid by the customer
strategy formulation
integrating knowledge of the environment, vision, and mission
strategy execution
putting strategy into action by adjusting various parts and directing resources to accomplish goals
what are the tools for strategy execution
- create ongoing communication
- teach the “why”
- explain what this new thing means to each
- tell what is not changing
high impact, hard to execute
major changes, with potential for high payoff
high impact, easy to execute
simple changes that have strategic impact -action here first
low impact, hard to execute
difficult changes with little or no potential for pay off -avoid this
low impact, easy to execute
incremental improvements,
“small wins” -pursue for symbolic value
strategic management
the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organizational goals
the role of leader as strategist-in-chief
leaders have to translate vision, values, and purpose into action
