Global Strategy and Leadership

All situations are different and a leadership style applied in one situation will not always work in another. A leader must use judgement to decide the most appropriate style needed for each situation. The ‘Situational Approach’ to leadership identifies four leadership styles which are;

Situational and Authentic leadership are increasingly important skills to possess in today’s era of technological changes and availability and flow of information we have in this day and age. Leaders today must be able to adjust their leadership styles to the whatever situation arises as well as to the people who they are leading. Leaders are not limited to just use one style in one situation, being able to adapt appropriate styles to different situations will influence and help a leader succeed. A leader’s judgement, intelligence, cultural awareness, and self-control plays major roles in helping them choose the proper style and appropriate technique for the task at hand (Lau & Cronin, 1998).

Transformational leaders and transactional leaders differ from one another in the manner that they encourage and motivate those who follow them. Transactional leaders are defined as those who focus on monetary and tangible rewards as motivational tools for the daily operations (Marquis & Huston, 2015). Transactional leadership is associated with a clear organizational structure in which managers and subordinates understand their roles and know from whom to receive reward and feedback (Cherry, 2015). This type of leadership style focuses on motivation for the here and now to accomplish daily tasks at hand. This leadership does not focus on forward thinking or growth towards the future (Gellis, 2001).

Ramkissoon, A. (2013). A PRELIMINARY INVESTIGATION OF THE APPLICABILITY OF SITUATIONAL LEADERSHIP IN OTHER CULTURES. International Journal Of Business Strategy, 13(1),

This paper will address why situational leadership theory is useful and relevant in developing an effective leadership culture. In addition, it will also discuss the three theories of situational leadership and what is considered to be the strengths and weaknesses of each theory when leading staff in the organizational environment.

Situational leadership is needed within any successful organization; do in part to varying personalities that exist, and the inevitable cultural differences that are present in most organizations. The ability to provide leadership based on the situation or cultural background of the followers is a trait that good leaders must possess. Anderson (as cited by Larsson & Vinberg, 2010) states, that an important aspect of organizations effectiveness is the maneuverability of leadership. Adapting and changing to who ones followers are and their developmental abilities or cultural differences is a large part of a successful organization, Mendenhall’s (a cited by Avlio, Walumbwa, & Weber, 2009) approach to global leadership requires the leader to have a diverse set of experiences that allows the leader to lead diverse groups, and not focus on one or two cultures that the leader may have extensive knowledge or understanding

This necessitates situational leadership approach to be adopted by successful leaders as they adjust their leadership style to deal with particular circumstances. For instance, circumstances deemed straightforward or complex would best be dealt with using task-orientated approach such as transactional leadership (Crevani et al, 2010).

The four styles identified by the Situational leadership model fit like a hand in a glove to the four leadership styles prescribed by the Path-Goal model. Both models identify a directive style, which calls for the leader to tell followers what to do and how to do it. These styles are also commonly employed in situations where the followers have little to no experience in performing the tasks (ChangingMinds.org, 2010, Situational Leadership Theory section). In addition, both models identify a supporting style that begins to take into account the relational aspect of followers to leaders that can be used to encourage followers

Many of the difficulties confronted by organizations stem from the refusal of its leaders to address issues in a timely basis. If instead of procrastinating, these leaders developed strategies for the future of the organization, many obstacles and challenges could be avoided, yet in my over thirty years of working closely with organizations and their leaders, I have found very few leaders who are strategic thinkers. Strategic leadership involves numerous activities, but begins with a leader who realizes the need to be proactive instead of reactive.

Henry Mintzberg has defined the definition of strategies in academic ways and in practice in 1988. After examing the strategic process, he found that it was more unpredictable than early thoughts. Thus, it couldn’t refer to one process that be called strategic planning. Instead of that, he concludes the following five types :(1)Strategy as plan – a directed course of action to achieve an intended set of goals; similar to the strategic planning concept;(2)Strategy as pattern – a consistent pattern of past behavior, with a strategy realized over time rather than planned or intended. Where the realized pattern was different from the intent, he referred to the strategy

They are also focused on helping every member of the group team to succeed as well. The leaders are the big boys and girls but they know they can’t do it without the help of the team. Transformational leaders talk to their team and see what they like ask them for ideas and opinions. If the team is on the same page as the leader, they will try their best to help the business grow.

Ethics and Corporate Social Responsibility in the corporate world are very important. By understanding business ethics and socially responsibility, companies can develop and implement a socially responsible plan. Organizations are no doubt an assembly line of different networks that are both complex and dynamic in nature which face various conflicts. With this, a qualitative paradigm needs to be used in order to ensure in-depth knowledge and understanding of the issues and challenges among business practices and how they can be handled. The influence of leadership and management decision making in an

The situational leadership model was developed by two authors, Ken Blanchard, and Paul Hersey in the year 1969. These authors based this model on the concept that leadership should adapt to different management practices and approaches to fit different situations and surpass any diversity of their encounters (Lussier & Achua, 2010). In particular, this model provides guidance on how to analyze a situation, choose effaceable strategies and adopt the most appropriate leadership style. Apparently, the two developers of the model researched and found that, given some case, leadership may fail to accomplish some goals due to adopting single

George Eastman in Rochester, New York. With the slogan ‘you press the button, we do the rest,’

As Millennials continue to grow and dominate the workplace, leaders must identify the factors that will create the next generation of global leaders and how to effectively tap into the vast reservoirs of technological knowledge Millennials bring to the table. This speech will outline the relationship of cause and effect as it relates Millennials, the next generation of global leaders.