MNG3702 TOPIC 2
1. The role of leadership in strategy implementation.
1. Leadership drives strategic change.
2. Strategies cannot be implemented in isolation. Someone needs to lead and
coordinate this process.
Leadership is about influencing people so that they perform required tasks
and activities.
Effective leaders typically have high levels of emotional intelligence (trait
theory/ term social intelligence is also used)
Leadership is very important for successful implementation. Strategic leader-
ship is the ability to anticipate, envision, maintain flexibility, and to empower
others to create strategic change necessary.
Leadership is necessary to ensure commitment among internal and external
stakeholders to implement strategies.: Discuss the reasons why leadership is an
important driver of strategy implementation. (5)
2. 1. Self Awareness. The leader is aware of his/her strengths and weaknesses.
They are realistic about their strengths and not over critical about their weak-
nesses.
2. Self Regulation. This attribute refers to the extent to which a leader controls
their emotions and not allowing their emotions to control their decisions and
actions.
3. Motivation. The drive that a leader has to achieve their predetermined goals.
They enjoy learning and will work hard to overcome challenges that would
block the achievement of their goals.
4. Empathy. The extent to which a leader is considerate of the employee's
feelings when making decisions. The leader also takes into account social and
cultural differences of the employees.
5. Social skills. Is about being able to communicate and work with individuals
from different walks of life and being able to motivate them to work towards
achieving the predetermined goals.: 2 Discuss the attributes of emotional intelli-
gence. (10)
3. Leaders are not only a driving force behind the strategy implementation
initiative but they also need to perform certain tasks and take responsibility
for the performance of activities such as:
1. Communicating the vision and strategic direction to all the employees and
other stakeholders of the organisation.
2. Developing an appropriate vision or strategic direction for the organisation
in which as many stakeholders as possible have participated.
3. Designing appropriate reward systems and organisational structures to-
gether with top management.
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, MNG3702 TOPIC 2
4. Developing and maintaining an effective organisational culture.
5. Ensuring with managers that the organisation continually incorporates
good corporate governance principles into its strategies and operations.
6. Inspiring and motivating employees to achieve the strategic goals of the
organisation.: 3 Discuss the responsibilities of a strategic leader. (6)
4. In order to ensure a continuous tight fit between strategy and leadership, a
change in strategy also necessitates a change in leadership. The position of
the organisation, its life cycle and its leadership style is correlated.
· With a growth strategy, the leader pays attention to managing relationships,
inspiring people and communicating
the goals and strategies.
· With corporate combination strategies, the leader integrate different cultures
and value systems and identify
synergies and combine people and task sills.
· With decline strategies, leaders are task oriented and focus on reducing
assets and costs with autocratic style.
· A start-up / embryonic phase of organisation require a risk taker as a leader
by incorporating large salaries and
equity into the reward system.
· A rapid growth / directive phase requires a caretaker that builds on strengths
and creates gradual change with long term commitment by incorporating a
salary plus large bonuses for growth targets, plus equity for key people as the
reward system.
· A mature phase requires a surgeon who is selective, decisive and declar-
atives to make tough decisions; organisation often undergoes restructuring
and reengineering with another rapid growth phase by linking efficiency and
profit-margin performance to the reward system.
· A decline phase refers to an organisations that do not undergo second phase
of growth refer to an undertaker, who is task-oriented and is faced with tough
decisions should be linked to cost savings reward systems.
Leadership styles and the organisational life cycle
Risk taker Caretaker Surgeon Undertaker Birth/embryonic Rapid growth Ma-
turity / slow growth Death / decline
The assumption here is that leader's style should match the situation de-
mands (contingency
theory). Leaders (CEO) are often appointed because of strategic issues, such-
: 4 Explain why different strategies require different leadership styles. (5)
5. Organisational culture is firstly of a tacit nature.
This means that organisational culture is a pervasive, unseen aspect that
2/5
1. The role of leadership in strategy implementation.
1. Leadership drives strategic change.
2. Strategies cannot be implemented in isolation. Someone needs to lead and
coordinate this process.
Leadership is about influencing people so that they perform required tasks
and activities.
Effective leaders typically have high levels of emotional intelligence (trait
theory/ term social intelligence is also used)
Leadership is very important for successful implementation. Strategic leader-
ship is the ability to anticipate, envision, maintain flexibility, and to empower
others to create strategic change necessary.
Leadership is necessary to ensure commitment among internal and external
stakeholders to implement strategies.: Discuss the reasons why leadership is an
important driver of strategy implementation. (5)
2. 1. Self Awareness. The leader is aware of his/her strengths and weaknesses.
They are realistic about their strengths and not over critical about their weak-
nesses.
2. Self Regulation. This attribute refers to the extent to which a leader controls
their emotions and not allowing their emotions to control their decisions and
actions.
3. Motivation. The drive that a leader has to achieve their predetermined goals.
They enjoy learning and will work hard to overcome challenges that would
block the achievement of their goals.
4. Empathy. The extent to which a leader is considerate of the employee's
feelings when making decisions. The leader also takes into account social and
cultural differences of the employees.
5. Social skills. Is about being able to communicate and work with individuals
from different walks of life and being able to motivate them to work towards
achieving the predetermined goals.: 2 Discuss the attributes of emotional intelli-
gence. (10)
3. Leaders are not only a driving force behind the strategy implementation
initiative but they also need to perform certain tasks and take responsibility
for the performance of activities such as:
1. Communicating the vision and strategic direction to all the employees and
other stakeholders of the organisation.
2. Developing an appropriate vision or strategic direction for the organisation
in which as many stakeholders as possible have participated.
3. Designing appropriate reward systems and organisational structures to-
gether with top management.
1/5
, MNG3702 TOPIC 2
4. Developing and maintaining an effective organisational culture.
5. Ensuring with managers that the organisation continually incorporates
good corporate governance principles into its strategies and operations.
6. Inspiring and motivating employees to achieve the strategic goals of the
organisation.: 3 Discuss the responsibilities of a strategic leader. (6)
4. In order to ensure a continuous tight fit between strategy and leadership, a
change in strategy also necessitates a change in leadership. The position of
the organisation, its life cycle and its leadership style is correlated.
· With a growth strategy, the leader pays attention to managing relationships,
inspiring people and communicating
the goals and strategies.
· With corporate combination strategies, the leader integrate different cultures
and value systems and identify
synergies and combine people and task sills.
· With decline strategies, leaders are task oriented and focus on reducing
assets and costs with autocratic style.
· A start-up / embryonic phase of organisation require a risk taker as a leader
by incorporating large salaries and
equity into the reward system.
· A rapid growth / directive phase requires a caretaker that builds on strengths
and creates gradual change with long term commitment by incorporating a
salary plus large bonuses for growth targets, plus equity for key people as the
reward system.
· A mature phase requires a surgeon who is selective, decisive and declar-
atives to make tough decisions; organisation often undergoes restructuring
and reengineering with another rapid growth phase by linking efficiency and
profit-margin performance to the reward system.
· A decline phase refers to an organisations that do not undergo second phase
of growth refer to an undertaker, who is task-oriented and is faced with tough
decisions should be linked to cost savings reward systems.
Leadership styles and the organisational life cycle
Risk taker Caretaker Surgeon Undertaker Birth/embryonic Rapid growth Ma-
turity / slow growth Death / decline
The assumption here is that leader's style should match the situation de-
mands (contingency
theory). Leaders (CEO) are often appointed because of strategic issues, such-
: 4 Explain why different strategies require different leadership styles. (5)
5. Organisational culture is firstly of a tacit nature.
This means that organisational culture is a pervasive, unseen aspect that
2/5
