...The word "change" is contentious because it discharges frustration and put extreme pressure on organizational leadership. However, facilitate organizational change dramatically require creativity. In Allen, Smith & Da Silva, et al. s described transformational leadership style to have an assertive readiness for organizational change and organizational creativity, (2013, p. 24). Having observed or read the recent mandate from Governor Nixon with the appointment of an assistant Megan Brock to lead the Emergency operation Team in light of negative publicity. Conversely, understanding change as a process is fundamental to communicating change vision. Constructively, change visions begin with innovation and diffusion. In Lewis, et al. described...
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...STRATEGIC LEADERSHIP Managers provide leadership to an organisation. Organisational leaders influence the behaviour of subordinates so that they willingly and enthusiastically work towards the achievement of organisational objectives. Strategic leaders manage the strategic management process that is designed to help the organisation achieve its objectives. Strategic leadership is the ability to lead an organisation towards the achievement of its objectives. The tasks involved in exercising strategic leadership are typically to anticipate, envision, maintain flexibility and empower others to create strategic change as and when necessary. Strategic leaders are the lynchpin in the strategic management process. Among the strategic leaders, we have managers operating at different levels of an organisation: corporate-level, business-level, functional-level and operational-level. • Corporate-level managers include the chief executive officer (CEO), senior executives and the corporate staff. The corporate-level managers manage the strategic management process for the whole organisation. These managers may carry designations such as CEO, managing director, executive director or president. • Business-level managers are the strategic leaders at the business, division or SBU levels. These managers manage the strategic management process at the business-level. These may carry designations such as the general manager or vice-president. • Functional-level managers are the strategic leaders...
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...impact of leadership style in the change process of an organization influences the performance; Leadership as stated by Martin, Liao and Campbell (2013) remains one of the most consequential contextual influencers of employee performance. Latson (2014) elucidated that some leaders may have the best intentions, but the impact will not be in alignment with the intension. But leadership trait is the ability to inspire, motivate and engage the followers to make the inspired vision happen beyond their normal capabilities (Mendez, Munoz & Munoz 2013). A change is the most frequent phenomenon of today's reality and a good understanding of how to manage the change process is very essential; Change is translation from one state into another (Inandi, Tunc & Gillic 2013). However, this essay focuses on the case of Super Star University, one of Australia’s largest universities. Critically contrasting and analyzing the change processes, leadership style, gender differences, staff engagement and change intervention tools that occurred in the Arts faculty and the faculty of Engineering, Architecture and Environment Science of the University (EAES). This paper will also examine the major sources of resistance to change pertaining to the faculty of Engineering, Architecture and Environmental Science and in addition suggest approach that can be implemented to overcome faculty staff resistance to change. The purpose of this work is to analyze the university case and compare the leadership style...
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...investment in human capital is often ignored. Human capital strategies have become an essential element that requires an aggressive approach to enable the organization to maintain a competitive advantage. The process of implementing a human capital management plan can be tedious but, for an organization to thrive in today's markets, it is a vital part of the business model and strategy. White states, “Human capital assessment is an increasingly essential element of organizational performance” (White, 2007). Human capital can be more valuable than the physical assets of the organization. Organizations go to great expense to train and hire associates who are trained and qualified to meet the organization's objectives. The value of implementation will become evident when efficiency, productivity, participation, and employee morale increases. They will increase as systems are put into to place that will provide consistent data, employee proficiencies and capabilities will remain current, a common organizational language will clearly define workforce data, human resource staff competencies will be developed, and the ability to subdivide departments and focus on critical, high-capacity output, and talent...
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...Module 7 – Leadership and decision-making (13%) Leadership and ethics What is leadership? Identifying leadership attributes Transformational leadership Strategic Leadership The nature of strategic leadership The role of leaders in strategic thinking and decision-making The role of leaders in strategic analysis The role of leaders in setting direction The role of leaders in strategic formulation and selection The role of leaders in implementing strategy The Naked CEO Preview Leaders are required to develop the strategy, drive the change and align the organisation’s structure, resources and culture with the strategy. There are various viewpoints about what actually constitutes the leadership, the qualities required and its level of importance. The purpose of this module is not to present and analyse these arguments, but to provide a practical approach based on the transformational leadership that focuses specially on the role of strategy and strategic leadership. Irrespective of the approach taken to strategic leadership, there exists an important distinction between leadership and management. A leader is primarily involved in: setting direction, aligning and communicating, and inspiring and motivating. A manager is primarily in charge of: planning and budgeting, organising and staffing, and controlling and problem solving. Objectives You should be able to: (1) describe the role of ethics and corporate social responsibility in leadership; (2) identify and discuss...
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... Vol. 3 No. 16 [Special Issue – August 2012] Strategic Role of Leadership in Strategy Implementation in Zimbabwe's State Owned Enterprises Denver Mapetere Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Severino Mavhiki Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Tonderai Nyamwanza Chairperson Department of Entrepreneurship Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Shingirai Sikomwe Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Christopher Mhonde Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Abstract The study aimed to explore the link between active leadership involvement and strategy implementation success in State Owned Enterprises in Zimbabwe. The study was conducted between July and October 2010 with a total of 188 respondents randomly selected from four State Owned Enterprises. The data was gathered through an interview and a self-administered open ended questionnaire. The study revealed a relatively low leadership involvement in strategy implementation leading to partial strategy success. Leadership has been failing to role model the ideal behaviour necessary for successful strategy implementation. The absence of a well crafted strategic vision and the lack of communication...
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...is by the manager and |affair as they believe that even in | | |people. It takes a bottom up approach|1 year. Decisions are made from |involves few people. Decisions are |business, whatever action they take | | |with the people lower down the ladder |top-down and are made by committees. |top-down. They are fast at decision |and the outcome of same is according | | |being involved in the decision making |They are slow in decision making and |making and slow in implementation. |to the will of God. Decisions are made| | |process as they are directly involved |plan implementation. | |from top with instructions being | | |implementation of the decision. Even | | |passed down to subordinates who do not| | |though it takes time arriving at a | | |question such instructions | | |decision plans are implemented | |...
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...upheld. One of the most important principles and practices of critical care that need not to be tampered within the nursing profession happens to be leadership. It has been argued that “a simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal” (Ward 2011). From this definition, we immediately see how important leadership is to any professional setup, including the critical care nursing profession. This point is built around the fact that leadership as a principle and practice helps in the realization of the goals and ambitions of any professional setup. This means that with a very good leadership in place in the critical care nursing profession, the all-important goal of saving lives by promoting healthy living will be achieved. To achieve good leadership however, a lot more depends on the kind of leadership style that is in use as leadership is conducted in many different styles. Review of Professional Nursing Literature This component of the paper seeks to achieve two major aims. Firstly, it is to describe two different leadership styles in the nursing profession and also discuss how these two nursing leadership styles can be implemented in a professional nursing practice. In the first place, (Rampur 2011) identifies two major leadership styles in the nursing...
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...an organisations structure, capability and direction to serve the changing business environment as well as changing needs of customers (Moran & Brightmen, 2001). For both operational and strategically level of an organisation change is essential. There are number of change management model and theories have been evolved over time in order to successfully implement change in an organisation. The three step model of change is the considered as the first step of change. This three step model has three different components; 1. Unfreeze, 2. Freeze and 3. Refreeze. The unfreezing process model concentrates on breaking organisations current regulations so that changes can be brought. Moreover, the second step on the other hand is the implementation of the change and the third step explains the acceptance of change. The first step however, was taken into consideration so that employees are not resistant to change and make more acceptable way of doing things for the organisation. (Lewin, 1947). The third step on the other hand and the final step of the change which attempts the institutionalisation of new behaviour. However, the three step model thought to be too simple and has ignored many facts that impact change in an organisation. According to Lewis (2003), Kazmi (2013), the three step model of Lewin’s is the base of many later theories of change, but it’s too simplistic. There are many other complex theories of change that not just only focus on strategies to change but...
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...Chapter 14 Case – “Hewitt-Packard Company” Instructor: Professor Pamela McLaughlin Course: Management of Concepts – BUS 302 Date: August 21, 2011 * Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. One of the more serious problems that I have found in this case is under management. When a company is under managed, workers struggle because their management is not sufficiently engaged to provide the direction and support they need. The management is not informed about worker’s needs and, therefore, is unable to help with resources and problem solving. Thus management cannot judge what expectations are reasonable, and cannot set goals and deadlines that are ambitious but still meaningful. Meanwhile, the under-manager gets caught in a vicious downward spiral managing problems after the fact, putting out fires that never should have gotten started in the first place, salvaging wasted resources and turning around employees who have been going in the wrong direction, unnoticed, for days, weeks or months. Secondly, having a bonus system that was so complicated that no one understood it is never good for a company. Bonus systems should be as simple as possible to measure and track. Also a bonus system should be designed to reward good behavior, not necessarily to change or punish poor behavior. Lastly, a complex and confusing matrix structure blurred accountability lines and slowed the decision making...
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...Assignment # 2 – “Hewitt-Packard Company” BUS-302 1. Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. The three most serious problems identified in the case are the strategic vision, the matrix structure, and the company reward system. The strategic vision of the company was very vague. The strategic vision was “digital, virtual, mobile, and personal. The employees working at Heward-Packard were not sure if the strategic vision was being executed or not. When employees are not sure if the strategic vision is not being executed this can affect the way they do their jobs. The matrix structure was confusing because it blurred accountability lines and slowed decision making. There was a single sales division that reported to four five division heads at once. The company reward system was very complex. Employees working at Heward-Packard were not sure if performances were affecting their bonuses. Employees who are not sure if their performance or the company’s performance affects their bonuses this could employees to become disgruntled. 2. Describe how the company should attempt to correct each of the three most serious problems. In order to correct the strategic vision the CEO needs to define what the strategic vision is. Since the strategic vision is “digital, virtual, mobile, and personal” the employees need to understand how the...
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...eradication of disease in tomatoes and potatoes. "As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals." (Gene One Scenario, 2010) The discovery was in the biotech division of the company and was facilitated by Teri Robertson, Gene One's chief technology officer and research scientist. This company is just 8 years old and was started by founder and CEO, Don Ruiz. The discovery is credited for helping Gene One to grow from a $2 million dollar company to the $400 million dollar company of today. The board of directors is convinced that Gene One could become an industry leader and have aspirations of becoming a successful public company. Various leadership changes at the Food and Drug Administration are further enhancing investor confidence in the industry and this has led to the proposal that Gene One is going to have to go public within the next three years in order to keep pace with the demand. According to the local newspaper, the Daily Gazette, the company plans to increase its annual growth and sales by 40%. This is to be done through more gene technology products that will reduce the need for pesticides. This creates the need for more financing to support the new research that will enable Gene One to meet these growth figures. Gene One faces several challenges for a successful IPO. First is the lack of IPO experience in the company. No one at the company has had any experience with...
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...1. Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. One of the Hewlett-Packard’s most serious problems its lack of management. CEO Carly Fiorina didn’t provide enough direction. The strategic vision she was using to guide the company was unclear, and nobody in the company has any idea if it was being carried-out or not. Without a well-defined strategic vision for the company, employees had no motivation and no sense of organizational purpose. As a result it can lead to a number of symptoms such as poor image, slow growth and a decline in sales, which is a direct connection to lack of leadership and imprecise strategic vision. The second of the H-P’s most serious problems was its confusing matrix structure, which blurred accountability lines and slowed decision-making. A matrix structure focuses on integrated teams and involves reporting to multiple managers. It can be highly effective, but it can be confusing to work within and it can also create conflict between project bosses in different parts of the matrix. According to Williams (2011), some of the common problems are disagreements or misunderstandings about schedules, budgets, available resources, and the availability of employees with particular functional expertise. A matrix structure requires a high level of coordination to manage complexity involved with running large, ongoing projects at various levels of completion and it also requires much...
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...Second Principle - Leadership 1. What is the principle, and how would you describe it to me if I had not read the book? The second principle I found in Ram Charans book is the principle of being a leader. When he talks about leadership it goes for every level on the chain of command within a company. Charan describes several different types of leaders such as a people leader and a business leader. A people leader knows how to control the efforts of multiple people to achieve the greatest amount of results, whereas a leader of business knows what to do when things need to be done. The key to developing into a successful leader is by mastering both of these attributes. 2. Why is this principle important in your style of management and you becoming a good manager? Unless you are a sole proprietor of a small business you most likely will need to lead other people to see growth within your company. This is the reason why this principle is important to my style of management since the lack in knowledge and skill to efficiently manage people. Since being a manager of people is half of what it takes to see favorable outcomes in management, I believe it is something I need to work on. Being effective in being a leader of people can vastly change the...
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...Reflective Leadership Plan Sharon D. Sauls University of Phoenix School of Advanced Studies Reflective Leadership Plan The course competencies for Leadership Theories and Practice (LDR/711A) included analyzing historical, theoretical, practical leadership concepts and concerns through doctoral-level research; synthesizing, contextualizing, and evaluating leadership models/theories. Also included was analyzing the role that leadership plays in organizational development and innovation. The doctoral learners’ were challenged to learn and discuss the relationship between the theory and practice of leadership and ultimately integrate personal experience, scholarly inquiry, and reflective approaches to learning and development into a practical methodical leadership plan (UOPX LDR 711A Course Materials). This has been an insightful semester that serves as a great foundation and launching pad in preparation for the first residency and also for this three-five year journey. The course is near its end and the doctoral students are charged with reflecting and developing their reflective leadership plans. This plan will explain my leadership style, strengths, and weaknesses and ways that I will work to capitalize on my strengths and modify my weaknesses. I will address gaps between the leader I am now and the leader I would like to become. I will include a plan that I can realistically implement to close gaps between the two. Finally, I will share...
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