Strategic Leader

For over 20 years, I have accepted higher education administrative opportunities that would allow me to advance to the position of President. I would like to share some of my experiences successfully leading organizational strategic planning processes. My leadership of those strategic processes led to the implementation of processes that moved the organization in the direction that was appropriate for a changing economic environment. My ability to think strategically and develop collaborative relationships contributed greatly to my ability to successfully implement new organizational initiatives as well.

3. See ahead of today; identify and anticipate upcoming problems or opportunities. A majority of our time is sucked into immediate priorities and demands. Strategic people lift out of the weeds (even if it's every once in awhile) and peer into the future. They think about a) what's coming down the road, b) the issues and opportunities that aren't obvious now, but may pop up later and c) short-term and long-term consequences for taking one approach versus another.

Strategic management has deterred stove-piping within the IC and reduced the likelihood of duplicate efforts among agencies. Additionally, strategic management has enabled the IC to overcome obstacles through solidarity; agencies, working in unison, have prevailed during times of uncertainty. Within the IC, in order to be successful, there is a need for inherent leadership traits which are indicative of strong leaders. Even though management styles will vary, strategic management is essential for the overall success of the

While strategic leaders are certainly invested in the present, they have their sights set squarely on the future. They research trends, things that are important to customers, and what's happening in the world to create a vision that offers a strong platform for planning and leading their team to desired outcomes.

A leader must be decisive and smart in order to make the decision of when to take an action and when to stay still. A leader should know the internal strengths and weakness of his own organization and the environment surrounding him/her. The importance of vision comes up in the book where Sun Tzu highlights that the army should have the same animated spirit regardless of which rank you hold. This applies to strategic planning in such that an organization without a vision and mission is basically like a stray dog looking for a home. If you do not know what you stand for then your customers will be confused as

Furthermore, the paper will document and reveal temporary strategic plans beginning to take shape while the current course progressed. Conducting a strategy-to-performance gap analysis related previous leadership endeavors and as a result, enhanced a vast-array of individual performance related variables. The following paper reveals useful information applicable towards positively enhancing strategic leadership capabilities and performance related criteria by taking into consideration a multitude of internal and external environmental variables.

Critically evaluate whether strategic leadership is necessary to effectively manage global strategy in today’s turbulent business environment

The first question to seek to answer is, ‘What is a Strategic Manager?’ ‘What are their roles & responsibilities and what attributes do they require?’

Audrey Hepburn once said “nothing is impossible, the word itself says I’m possible!” (Bradberry, 2015). In strategic planning when an organizations leadership comes together to set priorities, strengthen operations and ensure employees are working toward a common goal it not only shows where the organization is headed, but the actions required to progress and test the organizations success at making the necessary changes. To make the strategic planning process work successfully leaders of an organization must be able to understand the importance of using the following interconnected leadership tasks of; understanding the context, sponsoring the process, facilitating the process, making and implementing policy decisions and pulling it

In an discussion on Leadership and its styles, the main thing that must be focused on is being strategic. Effective leadership stems from an understanding of the various styles of leadership and a comprehension of how each style has an impact upon the organisation 's situation in the present day. It is critical, thus, to keep up with the times. This brings us to the topic of contemporary organisations.

Strategic leadership is the use of strategy in the management of employees or workers. The main goal is to find methods to motivate workers to take interest and initiative in improving and increasing their productive contributions to the company in question. Strategic leadership is a model of management that trains workers to best prepare the company for what’s ahead. Awareness plays a major role in strategic leadership, and so strategic leaders are constantly looking towards the future and analyzing all possibilities in terms of preparation. Other features that these leaders must have are adaptability and growth-orientation; after all these

Strategic leadership is the capability to incorporate forward-thinking ideas and concepts into a business’s functions while simultaneously influencing employees to accept the new processes (Malewska & Sajdak, 2014). Consequently, leaders cannot announce a change or new strategy and expect the staff to understand the latest expectations; it takes a more in-depth, hands-on approach to make the system work. In a 1998 study, chief executive officers (CEOs) from American businesses ranked

I. Introduction: I choose this topic because Strategic Management is a way in which strategists set the objectives and proceed about attaining them. It deals with making and implementing decisions about future direction of an organization. It helps us to identify the direction in which an organization is moving. I believe that strategic management should be something that every business professional should seek to perfect in their day to day decision making.

This is because they think that these elaborative procedures can guide the companies to implement better performance. On the other hand, Montgomery demonstrates that an effective strategy should continuously modify and maintain rather than finishing in once. Put simply, the strategy needs to appropriate follow and adjust present company’s condition and the change of external environment. Furthermore, the strategy, as a heart and inspiration in a company, should be constantly upgraded, and the leaders have to recognize the intimate relevance between strategy and leadership. In the book, the author also redefines that a good strategy is “never frozen” and should be implemented over time. Accordingly, leaders play an important role in investigating suitable strategies for their companies, and just like Montgomery mentions in the book that leader is the one “who must shepherd this ongoing process, must stand watch, identify and weigh, decide and move, time and time again” (Cynthia Montgomery, 2012). As a result, rather than using consultants to describe the strategies, a leader must be placed in a strategist position in order to bring the companies and organizations to achieve its long-term business success.

Furthermore, the paper will document and reveal temporary strategic plans beginning to take shape while the current course progressed. Conducting a strategy-to-performance gap analysis related previous leadership endeavors and as a result, enhanced a vast-array of individual performance related variables. The following paper reveals useful information applicable towards positively enhancing strategic leadership capabilities and performance related criteria by taking into consideration a multitude of internal and external environmental variables.