Strategic Leadership Development

Target leadership developed a long term strategic plan is beyond day-to-day activity with a sustainable growth aligning with corporate purpose statement and core values. The leadership team developed a strategic plan that addressed how and what it does reflecting its mission enhancing shareholder values, keeping customer focused in central for whom it does. The Target leadership sets the objectives to specific performance target as a way to convert the vision and mission.

Leadership development in organisations is a high-profile activity. It often focuses on senior or ‘elite’ staff; it frequently comprises a key element in competitive strategy (Becker and Huselid, 1998 citied in Mabey, 2013). It means that managers need to be developed to help achieve the goal of management in organisation. This proposal is required to develop a leadership and management development programme for the top 30 managers across the globe in Bayer HealthCare Ltd. Rosinski (2010) noted that the effective integration of the employee into the organisational culture is now a key requirement of employers both nationally and on the global stage. It will focus on leadership and development into the global Pharmaceutical Company, Bayer HealthCare Ltd., which its commercial market link to more than 100 countries such as USA, Europe and Asia. The proposal begins with an explanation of the role of leadership and management development in organisations. Emphasizing the key features of the leadership and management development programme base on discuss the whole leaning strategy of programme. It conclude by suggesting that the value in refocusing leadership development and its evaluation with sustainability professional development of leaders and managers.

Organizational leadership and culture has been a major issue in today’s highly structured organizations. This has necessitated that organizations understand in depth the inter-relation between culture and organization on strategic leadership. Is it that the leadership determines culture or the culture determines leadership behaviors? While many argue that the leaders have absolute control and influence the direction of organizational culture, research actually shows that leaders themselves are greatly influenced by variables and situational setting in any organization, implying that it is valid to say that leadership itself receives significant influence from organizational culture (Waldner & Weeks, 2006).

According to the author “individuals and teams enact strategy leadership when they create the direction, alignment, and commitment needed to achieve the enduring performance potential of the organization.” Pg.11. Strategic leadership tends to make significant changes within the organization for long periods of time, and includes “It also exist in individuals and teams throughout the organization who are close to the customer, consumer, and client and have access to data and information that are that are important for the lonterm success of the organization…In this way, the best CEO’s rely on and nurture input and insights throughout the organization to set the strategy, and help in understanding how well the strategy is working.” Pg.

Maintaining the status quo isn’t leadership, its management, and it’s very risky business in a changing environment. (Bennis, 2009, p. 42) Organizations risk their competitive edge when they remain the same, are unwilling to adapt, or become resistant to change. Leaders are change agents and must be willing to set the example when it comes to change initiatives. Leaders must be willing to change what they do. Leaders need to set the example for their constituents when it comes to learning and developing new leadership competencies. (Kouzes & Posner, 2012)

As a successful Organizations, it should do to achieve strategic competitiveness and earn above-average returns.(hanson,2011) Nowadays organization may meet rapid, volatile, discontinuous change that makes strategic management further challenging and multifaceted because there

A strategic leadership is a combination of visionary and managerial leadership, with the synergistic effects of both. Barsoux & Toegel (2012) argued that leadership of all types or at levels have to face the intense pressure to push the vision of the company a step further and go faster.

The leadership development plan from the Corporate and Executive Development Centre (CEDC) focuses on an outlook beyond technical improvements, and towards stimulating the company’s leaders to master personal behavioural changes required in supporting the operational tasks. The Corporate and Management Development Centre will outline observations that will contribute towards an accurate assessment of the status quo at Connections and diagnose potential areas for intervention. On the basis of the before mentioned observations, with consideration of industry practice, a leadership development initiative will be presented, with emphasis on stimulating non-technical skills and behaviours. Furthermore, the report will illustrate

The failure or success of any company/organization is relied on its power to function effectively together as a team. A strategic leader that brings and leads the team effectively towards the organization goals is very important. PepsiCo will be the focus of this essay.

Business leadership is very important. Without a good leader, a business will be ruined. So it is very important to create a roadmap for development of global business leadership skills in an organization. Creating a roadmap to develop leadership skill is to continue using a smart management program at all levels across the organization. In fact, an organizations needs leadership development programs to focus on hiring strategies, employee development, career and succession planning to identify, attract, fill, and retain corporate leadership talent.

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

Competent leadership is necessary to steer the organization in the right direction and get members of the organization involved and on board with the creation of the strategy, engaging each person in the organization towards the larger goal of productivity. Dynamic Strategy-Making’s lesson 13 surmises, “strategy-making occurs more rapidly and effectively when the firm’s senior management intervenes through leadership” (Greiner & Cummings, 2009, p. 37). In other words, a CEO’s commitment, in regards to leadership, has great bearing on strategy making (Greiner & Cummings, 2009, p. 28). The effective implementation of the dynamic-strategy process relies heavily upon the leadership of the organization more than anything else. Without competent leadership, going through the motions of the process will not lead to the effective results expected. (Greiner & Cummings, 2009) (Fairholm, 2009)

Companies face two major challenges in finding and developing leaders. They need to identify qualified candidates to fill current and future leadership roles, and they need to develop a comprehensive leadership program to cultivate and develop the leaders of tomorrow.

Table 2 – Units and rules of combination for Level 7 Diploma Units Group A Unit 7001 Unit 7002 Unit 7003 Unit 7004 Unit 7005 Unit 7006 Group B Unit 7007 Unit 7008 Unit 7009 Unit 7010 Unit 7011 Unit 7012 Unit 7013 Unit 7014 Unit 7021 Unit 7022 Unit 7023 Credits Personal development as a strategic manager Strategic performance management Financial management Strategic information management Conducting a strategic management project Organisational direction Financial planning Strategic marketing Strategic project management Organisational change Strategic planning Human resource planning Being a strategic leader

We can’t say that we will remain in the same situation forever. We have to act according the situation. Similarly there certain ups and downs in organizations as well. So the managers and leaders adopt different styles for different situation. According to Whitcomb (2000), some famous and widely recognized styles are: