The need for a strategic leadership role

The need for a strategical leading role strategical Leadership leads the lot and direction for the growth and success of an cheek. To successfully deal with change, whole executives need the skills and tools for both schema jumpulation and slaying. Managing change and ambiguity requires strategic draws who not all provide a sense of direction, nevertheless who go off also build getership and alignment at heart their figure out(a) hosts to implement change.Leaders face the continuing challenge of how they apprize meet the expectations of those who placed them at that place. Ad equiping these expectations usually takes the form of strategic finales and actions. For a system to succeed, the loss leader moldiness be able to adjust it, as conditions require. unless leaders raisenot learn luxuriant, fast enough, and do enough on their own to effectively adapt the strategy and then define, shape and executive the governmental response. If leaders atomic number 1 8 to win they must reply on the prepared minds of employees through verboten the judicature to understand the strategic intent and then both carry out the current strategy and adapt it in real time. The challenge is not only producing a agreeable strategy at a point in time but getting employees smart enough and striked enough to executive the strategy and change it as condition change. This requires the leader to focus as oft on the process spendd to develop the strategy-the human dimension, as the content of the strategy-the analytical dimension.strategic Leadership is the ability to anticipate, envision, maintain flexibility and empower others to create strategic change as necessary.Strategic Leadership ProcessThe partnership Gobind IndustriesGobind Industries was founded in 1978 in Barabanki (INDIA), with the aim of providing farmers with Quality of Agriculture implements, at an inexpensive price, assistants, lower Horsepower (H.P). They now operate more than than th an 100 stores in India. (Kushal Kumar Agarwal)The ProductsGobind Industries offers Threshers, Harrow, Cultivator, Razor, Reapers, Levelers, Rotovator, Trolley, and other small accessories. agency ICulture A culture tin cannot be precisely defined, for it is just about affaire that is perceived, something felt.(According to Charles Handy, 1998)Organization CultureWhen a group of lot forms together and live together for some(prenominal) length of time, then form a belief in them what is right and wrong. This behavior based on the beliefs and there actions become garb that they survey routinely. These behaviors constitute the organizations culture.Culture reflects the peoples are performing working classs in an organization, for the objectives and goals to achieve them in a given outcome of time. It affects the way they come to decisions, think, feel and act in response to opportunities and threats.The culture of an organization is therefore link to the people, their behavio r and the operation of the structure. It is encapsu later(a)d in beliefs, customs and determine, and manifested in a number of symbolic ways.(Strategic Management, 5th Edition, by John Thompson with Frank Martin)The tinct of the culture in an organizationsLocation/ National cultureEnvironmentThe organizations historicSizeThe MissionThe Aims and ObjectivesManagement/Leadership StyleLevels of consultation, participation and acceptance(Hand notes Organization Culture)In organization, there are deep- limit beliefs about the way work should be organized, the way authority should be exercised, people rewarded and people controlled.(Acc. to Charles Handy)When executives articulate and publish the values of their firm, which provide patterns for how employees should behave.E.g. If I am not going to install my assignment on given prescribed time, and faculty doesnt ask me or I submitted my assignment late then next time also I am going to do same, composition tone to me other guys als o started submitting there assignments late, then slowly-slowly the same process is going to be converted into habit then culture in college of submitting late assignments.In my work place the culture of speaking with the customers in Hindi, therefore for selling the point of intersection we required a gross salesperson those can speak good Hindi which helps the customer to understand the product properly, which ordain be beneficial to my organization, if I am going to stay fresh those sales person who speaks in English then there is no use of it, but in India afterward every fourteen miles language changes, so for dealing in the market we had to keep that employee who can speak at least three different languages. So therefore the cultural impact on the organization is very much.Organizational specific, Legal, Regulatory and ethical requirements impact on strategic leadersAs per my organizationLegal RequirementsRegulatory RequirementsEthical Requirements Regional, local laws a nd order. Government operating permits, licenses and approvals. Contracts and other documents that include reasoned obligations.Regulatory Requirements ensures that the organization identifies, accesses and evaluates laws, regulations and native organizational requirements that apply to the environmental aspects of its activities, products and services. Identify these regulations helps to evaluate their potential impacts on the company and its products, activities and services.Ethical requirements in an organization for employees is to work for the company not for the personal interest, that the employee is trying to make money for himself, which will be against the ethics of the organization.Impact on Strategic LeadershipImpact on Strategic LeadershipImpact on Strategic LeadershipIf all these requirements doesnt fulfill by the company then it will be very high-priced for leader and as come up as for the organization. E.g. moving picture work shop is not there in an manufac turing industry and the organization painting in the unaffixed air, then legally there is going to be problem for the organization by the government. So at this time leader had to think for the proper painting workshop that will be not noxious for any one.In an organization the employees doesnt follow the rules and regulation, then it will be affecting on the activities, product and services, for those the leader had to take initiative, and to control the people in an organization so that they can follow the regulation. E.g. The regulation in the college is that no one should smoke in the campus, if it occurs then the leader can take exhausting and fast action on the particular person, who had broken the rules.If leader caught any of the employees doing any un ethical work that is against the organizational law, then he/she can be fired from his/her job or otherwise the employee can be handover to the police. Its all depend upon the leader that at what sought of problem is their with that employee. The leader can pay him while bragging(a) warning, its all depend upon the topographic point.The impact on the strategic leader is always a problematic one because if any one break any of these requirements then it will very costly for the organization and as well as for the strategic leader, if any problem occurs then he had to use his skills to resolve those problem, so that the organization should run in a smooth way.Current and Emerging mixer concerns and expectations impacting leadership in the organizationLeaders impact organizational culture and that, in turn, determines levels of individual, group, and organizational effectiveness. These workshops are designed to help individual leaders strengthen thinking and behavioral styles that promote their effectiveness and tally styles that prevent them from realizing their potential. It also helps leaders understand the impact they have on culture, and its implications for effectiveness at the individual, gr oup, and organizational level. Leaders from the top-down in organizations are using leadership strategies that cause people to behave in ways that are contrary to how they want these people to behave. The reason for this is that we have failed to fly the coop from controlling to leading. The average out leader operates on the basis of untried and untested but very commonly held assumptions about how to motivate people and achieve excellence in performance.Part II2.1 The relationship between Strategic caution and leadershipStrategic ManagementStrategy is the pattern of decisions in a company that determines and reveals its objectives, purposes or goals, produces the champion policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organization it is or intends to be and the reputation of the economic and non economic contribution it intends to make shareholders, employees, customers and communities.( Kenneth Andrews)LeadershipThe task of leadership, as well as providing the framework, values and motivation of people, and allocation of financial and other resources, is to set the overall direction which enables choices to be do so that the efforts of the company can be focused.(Sir John Harvey-Jones)When there is an objective to be achieved, or a task to be carried out, and when more than one person is needed to do it.(Armstrong, 1990)The relationship between the Strategic focus and Leadership is that the strategic counseling is used to establish missions, objectives, and strategies for an organization. Leadership work is to complete those missions, objectives, and strategies with the assist of their aggroup, who must be inspired or persuaded to follow them. in that respectfore leadership is about the encouraging the individuals to give their dress hat to achieve those missions that had been given by the strategic management.A series of strategic management components who se formulation and implementation will require a leadership stimulation, these components include decisions aboutPlanning styleStrategic markMissionObjectivesEthos and ethicsPerformance managementFinancial strategy and managementCore values and ideologyUnderstanding and choice of the basis of strategy formulationPerspective-the conceptualization, purpose, and direction of the enterprise.How the process of strategy formulation and strategic decision- qualification is to be implemented and facilitatedHow the enterprise is to move forwards into the future.How relationship with key internal and external stakeholders are to be managed inwardly the architecture of the organization.How to ensure understanding and consensus about the critical success factors of the enterprise.How power is to be used within the organization and how the politics of internal and external relationships are to be managed.(Principles of strategic management 3rd Edition, Tony Morden)2.2 Leadership styles and t heir impact on strategic decisionLeadership Style and its ImpactThere are three major leadership styles by psychologist Kurt Lewina) Authoritarian Leadership (Autocratic)Authoritarian leaders provide clear expectations for what needs to be done, when it should be done, and how it should be done. There is also a clear discrepancy between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group.Impact Researchers found that decision-making was less creative under authoritarian leadership. It is more difficult to move from an authoritarian style to a democratic style than vice versa. Abuse of this style is usually viewed as controlling, bossy, and dictatorial.Authoritarian leadership is best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable subdivision of the group.As per my organization the authoritarian leader is the Chairperson of the G obind Industries, sometimes he had to take it self decisions which is good for the organization but it was less creative, therefore he tries to make decision while having a meeting with the department leaders.b) Participative Leadership (Democratic)Democratic leadership is generally the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members.Impact In this group were less nut-bearing than the members of the authoritarian group, but their contributions were of a much higher whole step.Participative leaders encourage group members to participate, but declare the final say over the decision-making process. Group members feel engaged in the process and are more motivated and creative.As per my organization the meeting is existence held in every one month by leaders with the lag members to encourage them and to know something new for the organization, this meeting motivates t he employee to achieve the objective that is being set by the leaders.c) Delegative (Laissez-Faire)Delegative (laissez-fair) leadership was the least productive of all three groups. The members in this group also made more demands on the leader, showed little cooperation, and were unable to work independently.Impact Delegative leaders offer little or no guidance to group members and leave decision-making up to group members. While this style can be effective in situations where group members are highly qualified in an area of expertise, it often leads to mischievously defined roles and a lack of motivation.(http//psychology.about.com/od/leadership/a/leadstyle.htm)2.3 Leadership styles in different situations and its impactIn the graph we can see that there are three stages as per the different situation in an organization.In first stage the environment and the targets of the organization are soft and they are not under pressure, so the managers should adopt a soft leadership style t o maintain the feel-good factor in the team. In this type of situation the leadership is must required to check there members because if doesnt then collectable to easiness of the environment then became laziness, therefore at this time also there should check on the members. If the leader doesnt do this then in future this will be converted into problem for an organization.In second stage the environment becomes harder and targets and processes are under pressure, at this stage the manager had to adopt the harder leadership style, in order to focus the efforts of the team to achieve their goals. At this stage the leader had to take some harsh travel against the members of his team, so that they can achieve their goals. If they cannot do this then it will loss for the organization and the blame is going on the team leader, at this point he had use his skills, talents to bring out his team from the hard environment.In third stage if the environment remains hard and targets and proc esses are under pressure, then the manager had to adopt hard and soft leadership style, so that the members should not frustrate with the leader, which will be again harmful for the organization, at this stage the manager had to motivate its members and as well as at some times he should harsh so that the work should not be pending, collect to the soft behavior of the manager.Part III3.1 A culture of professionalism, mutual trusts, respect and subscribe within an organization A culture of professionalism in an organization Developing a Culture of professionalism in my own organization while giving example, I am going to be the leader in this organization and developing a culture of professionalism. While entering into my organization, I felt that I just came into the search market I cannot recognize any of organizational members at first time and the environment is not that much good as it should be in the organization, some of the members are clothing t-shirts, some of them wea ring colorful shirts, while looking all these I decided to make a culture of professionalism so that our members can treat to the customers in value able manner, and it will be easy for the consumers to recognize the staff members easily. I provided them a dress material and ask them to enter in a this formal dress only which changes the culture and as well as the creates the professionalism in an organization, giving them training how to behave or deal with the customer, which increases our sale and gives satisfaction to our consumers. A mutual trusts mutual trust means the beliefs, truth, reliability, ability or strength of every members are there in an organization. This had to be maintained by the leader within the members. The leader should not be partial with any of the member, if he does that then the others members trust he is being loosing and it is going to affect the organization, which is not a good leadership by the leader, he had to make conviction equally with every members, As parents makes trust, faith and treats equally to all of their children in the same way the organization is also like a family. Respect respect in an organization is must because without respecting each other you cannot move a single step also. If the staff member gives respect to the manager then he/she also had to give respect to his juniors. Respect can be in terms of listening to the seniors and giving respect to juniors, helping them in any of the problem. In an organization giving respect to the customer is must, it can while dealing them asking about water or tea or a coffee, or while receiving them in the reception area, these all shows the respect towards a consumer and as well as within the members of an organization. Support within the organization the support can be given with in the team members, it can be one department to another department also. The example, if a employee is being given some work to do and he is not able to complete within the time period, then his team member can give support to finish his work on time. Example between two departments, in sales department if any of the member sales something to the consumer and to the consumer he had to give bill of the product, then the sales person request to the finance department to give their support to them for printing out bill as soon as possible.3.2 Strategic leader focus on Organization in the achievement of objectivesThe leader must focus on the objectives as higher profits, shareholder value and customer satisfaction. To achieve results, the leader had to develop a solid, sound, customer-focused, and entrepreneurial strategy, aimed at market leadership, based on innovation, and tightly focused on decisive opportunities. He had to provide the feedback to the organization about the higher profits every month so that he can came to know that where he is failing to bring up higher profits. These can be done while increasing the market share, increment in the graphic symbol of a product, good after sales service. While providing all these he bring the higher profits for the organization and as well as customer satisfaction and the shareholder value in the market. Shares are rising of the company on the daily or weekly basis, which is again beneficial to the organization.3.3 Strategic Leader supports and develops understanding of the organizations directionThe organizational direction means the organization vision, mission, values and direction towards customers. The strategic leader supports the vision of the organization, as the vision of the organization is To become a most successful and respected thresher company in the India and the best after sale service provider in the market. So the strategic leader had to work as per their vision because Gobind Industries is already a respected organization in India and it is easy for the leader to make more successful organization and he can develop this by working on it or by providing best after sales serv ice to the consumers as compare to their competitors.We will provide high quality of product so that the consumer can easily use multi crop threshers this is the mission of the company which the leader had to support while making corrections in the machinery to achieve more better quality of product as in the mission is being mentioned.The organization values are believing in excellence service through Integrity, Innovation and LearningIntegrity that the strategic leader develops and support is the honesty and doing right thing for their consumers and always honoring our commitments.Strategic leader develop and support the creativity and change for achieving continuous improvements and results in our jobs and in our organization.As the organizational direction is about learning then the strategic leader support and develop this part in itself also which will be helpful for himself and for the organization too. Organization intrust in on going learning new things by getting knowledg e from consumer, market, suppliers, dealers, friends or from any stakeholder about our product fault or any better need for an organization which will be beneficial for our consumer and for the organization.3.4 Strategic Leadership Styles are adapted to meet changing needs and to enable organizational development and commitmentWith varying degrees of success, many leaders get their strategy making to this point and both stop or their process stalls. A major reason is the lack of understanding and commitment to the stairs required to build more effective strategic leadership practices and a strategy dialogue in the operating groups below the senior managers. These groups and especially their leadership teams frequently do not know how to propel and there is no consistent in-house resource to assist them. The net effect is the sense of excitement and impulse that was generated at the top of the house in the earlier stages of the strategy process is lost and the strategy team of emp loyees is derailed before it is even gets started. One of the best ways to address this is to let out and train a cubicle of high potential line managers in the middle of the organization that can reply as champions of the strategy process to those both above and below them. In this sense they serve both as a catalyst for the process and as a bridge between formulation and implementation. They do not set back the leadership role of the senior teams in each of these operating group but they do serve as a critical additional resource that is dedicated to creating momentum and fostering consistency. This can be especially important if the strategy defined requires changes in the organizational culture as well as the business model. This resource also helps to ensure that the day-to-day running the business is not neglected as the demands of building a large-scale strategy dialogue come into play.To integrate both dimensions into strategy making in a way that creates a winning outco me and gets the whole organization understanding and commit to this common agenda requires leaders who are clear about the strategic capacity of each of their internal stakeholder groups and who have the perspective and insights to lead in a way that incorporates both dimensions as the strategy is developed. The steps described below are intended to provide the leader with techniques to do that. Taken collectively, they define a process that incorporates both the analytical and human dimensions, while challenging individuals throughout the organization to raise the quality and quantity of their strategic thinking and their strategic leadership.ConclusionFinally, when deciding what vocabulary and toolset is best to use while working across large populations, simpler is usually better. The simpler the language and the fewer the tools, the more accessible the strategy becomes to bigger groups of people and the more people can understand it, know how they should think and talk about it , and identify how they can contribute. Some situations require more sophisticated (i.e. more complicated) tools because there is a need for much more thorough analytics. Many do not. The right balance point between comprehensiveness and control will provide enough analytical complexity to adequately describe the marketplace, the customers, what you do and how you will compete, but nothing more than that. Simplicity, where it can be found, makes a significant difference when working across a large population.