Leadership: Behavioral Aspects of Strategy

1. Leadership: Behavioral Aspects of Strategy Chapter 11

2. Learning Objectives Upon completion of this chapter, you will: • 1. Understand the contingency relationships affecting leadership. • 2. Have a full appreciation for why leadership will be different in the future. • 3. Understand the visioning process. • 4. Understand the process of leading change. • 5. Appreciate the challenges resulting from a both changing workplace and the nature of work within it.

3. The Contingency Approach Environment) Stakeholder (Employee) Follower (Customer in service transaction) Leader

4. $ $ The Visioning Process A Search for emerging patterns of change An examination of the remote, task and functional environments Exploring the body of knowledge Exploring change: •Environmental scanning •Visioning process • Intelligence systems •Trend analysis •Causal models •Prediction •Foreseeing •Brainstorming •Synthesizing Understand forces: •Describe forces •Estimate timing and evolution •Determine range of intensity •Estimate probabilities of occurrence •Estimate strength Identification of key forces driving change Impact on stakeholders: •Impact assessment •Opportunity analysis •Problem identification •Risk analysis •Matrix assessment •Scenarios Impact analysis Strategy Choice The choice of competitive methods The strategy formulation process: •Creative response •Internal assessment •Objective setting •Action plans •Performance evaluation

5. Managing the Change Process Recognition and acceptance of the need for change Agreement on the forces driving change Establish a Vision Identify key competitive methods necessary to realize the Vision Identifying change agents and boundary spanners Assemble leadership team to manage the change process Sharing the Vision Obtaining commitment through communication Dismantle present structure Recognize and remove obstacles to change Build new structures Allocate resources to new Vision Reward success Institutionalize change process

6. Questions • 1 The hospitality manager of tomorrow must be • able to anticipate change. • a visionary. • autocratic. • able to anticipate change; a visionary. • 2 The most important asset of hospitality firms is • financial capital. • brand. • human capital. • building. • 3 Which statement is not true? • Tomorrow's managers must be visionary. • Tomorrow's managers will only be able to tell others how to perform. • Tomorrow's managers should consider themselves as a first among equals. • Tomorrow's managers must anticipate events in the future.

7. Questions 4 Which theory of leadership best explains the complex nature of this concept? • X, Y and Z theories • Transactional analysis and leader effectiveness • Contingency theory • Path goal theory 5 Which task is of least strategic importance for the manager of tomorrow? • Finding hourly employees • Allocates resources effectively to the service that meets the guests' needs • Determining what to expect from the specialists • Negotiating with specialists to achieve the best strategic alliances 6 The contingency approach defines leadership as • the relationship among leader, environment, and stakeholder. • the relationship among leader, follower, and environment. • the relationship among leader, follower, stakeholder, and environment. • the relationship among leader, knowledge worker, follower, and stakeholder.

8. Questions 7 Which of the following is not a way to understand uncertainty? • Trend analysis • Visioning workshop • Prediction • Motion study 8 In the visioning process, which should be the first step? • Searching for emerging patterns of change. • Identifying key forces driving changes. • Determining the impact of the forces. • Implementing the chosen strategy. 9 Why are members of an organization unable to agree on the urgency for change? • They feel quite comfortable with themselves. • They feel that "if it isn't broken, don't fix it." • They do not want to take the challenge. • All of the above

9. Questions 10 Which of the actions below would be difficult for a change agent to perform? • Remove others' doubts and uncertainties. • Have strong conceptual and perceptual skills. • Communicate effectively and bring individuals to action. • Keep the status quo thinking and cry out "it wouldn't work." 11 What capabilities must the leader of tomorrow possess? • Visioning and employing value-adding strategies in a dynamic and complex setting. • Using and managing knowledge and technology for competitive advantage. • Spanning boundaries of cultures, business environments, and management know-how. • All of the above 12 What kind of characteristics should a future leader have? • Perception and insight into the realities of the world and into themselves. • Emotional strength to manage their own and others' anxiety. • The willingness and ability to share power and control according to people's knowledge and skill • All of the above