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Leadership: Understanding its Global Impact

Leadership: Understanding its Global Impact. Chapter 12 : Strategic leadership. Learning objectives. Understand the leadership role in strategy development and delivery Think strategically

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Leadership: Understanding its Global Impact

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  1. Leadership:Understanding its Global Impact Chapter 12: Strategic leadership

  2. Learning objectives • Understand the leadership role in strategy development and delivery • Think strategically • Understand and respond to contemporary leadership challenges such as social responsibility, environmental factors, the impact of technology, and innovation and globalisation

  3. Chapter contents • Spotlight: Kevin Rudd • Introduction • Thinking strategically • Creating a vision • Corporate social responsibility • Leader in action: Olivia Lum • Globalisation • Technology and innovation • Summary • Case study: Noel Pearson

  4. Spotlight: Kevin Rudd • Kevin Rudd describes himself as a very determined … ! • Has a willingness to engage with the challenges that face the global community • Is interested in ideas as the basis of action—and actions as the basis of bringing about change

  5. Introduction • Strategic leadership deals with the major purposes of an organisation; the province of top-level executives and politicians • ‘the process of providing the direction and inspiration necessary to create and sustain an organisation, business or country in a globalised environment’ • Chapter focuses on the external environment

  6. Historical context • Strategic leadership can be traced back to Greeks • Applied to business in the second half of the nineteenth century (Ghemawat 2006) • WWII provided a stimulus to strategic thinking in business and military • Peter Drucker: Large businesses could take on the responsibility for shaping their environment, rather than simply responding to it

  7. The environment of business • Strategic thinking requires the leader be able to understand the dynamics of the environment • Applies to governments, non-government agencies and business … where many businesses are richer than countries, where business extends across national boundaries and where the behaviour of business can have a dramatic impact around the world, the ability to think strategically is essential —not just for the success of the organisation, but for the planet as a whole

  8. Thinking strategically • Component parts of strategic leadership: • High-level cognitive activity • Gathering multiple inputs (listening) • Anticipating and creating a future (Harrison) • Revolutionary thinking Hamel 1996

  9. Creating a vision • Senge (1990) places great emphasis on shared vision • Many corporate vision statements are not part of the democratic process • Effective vision: brief, clear, focused, supportive of decision-making and inspirational

  10. Corporate social responsibility • Stakeholders are increasingly concerned about collateral damage • Social responsibilityDubrin, Dalglish & Miller 2006: 4 aspects • Economic responsibilitiesFriedman • Legal responsibilities • Ethical responsibilities • Philanthropic responsibilities Dubrin, Dalglish & Miller 2006 • Environmental responsibility Parker 2007

  11. Leader in action: Olivia Lum • Hyflux values: • Boldness Dare to dream, dare to do and dare to excel. • Entrepreneurship Nurture the entrepreneurial spirit, embrace challenge and master change. • Satisfaction Exceed internal and external customer satisfaction, take pride in work and deliver excellence. • Testimony Be the face behind the brand, excel in business conduct and embrace best practice in corporate governance.

  12. Globalisation • Jeffrey D. Sachs (2003, 2008) & James McGregor Burns (2008) • Most significant challenges of the 21st century: • Poverty—the greatest of the strategic leadership challenges Burns 2003) • Need for new leadership strategies • Efficacy

  13. Technology and innovation • Burns 2003: strategic failure central to past approaches rose from the assumption that money and technology constituted the essential keys to overcoming poverty • Appropriate technologies • Innovation - Dalglish & Matthews 2009 • Strategic leadership in the 21st century • Matching technology with the needs of the community is where innovative, strategic leadership has a significant role to play

  14. Summary • Strategic leadership deals with the major purposes of an organisation • In a world where many businesses are richer than countries … the ability to think strategically is essential … not just for an organisation but for the planet • The question is now asked whether business bears responsibility to the community in which it operates (CSR) • the environment • poverty

  15. Case study: Noel Pearson • What is the nature of the challenges that Noel Pearson faces in developing an effective strategy for the Aboriginal people of North Queensland? • What is his vision for Aboriginal Australians? • What sort of leadership skills do you think he needs?

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