10 Strategic Leadership and Knowledge Managment

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Leadership: Research Findings, Practice and Skills, 4th Edition

Andrew J. DuBrin

Copyright Houghton Mifflin Company


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A key leadership role is to form a strategy

Deals with the major purposes of the organization ororganizational unit

Usually the province of top management


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Strategic leadership

The process of providing the direction and inspirationnecessary to create, to provide direction to, or to sustain

an organization Strategic management

The process of ensuring competitive fit between theorganization and its environment


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Strategic leadership is a complex of:

Personal characteristics

Thinking patterns

Effective management All centered on the ability to think strategically


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Thinking strategically requires high-levelcognitive skills

Think conceptually

Absorb and make sense of multiple trends Condense information into straightforward plan of

action


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Systems thinking

Ability to process information and understand itsconsequences for the organization in its interaction

with the environment


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Strategic leaders often thought of as mystics

Work independently

Conjure up great schemes for the future


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Many strategic leaders arrive at ideas for thefuture by consulting with wide range of interestedparties

Process similar to conducting research to create a vision


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Major component of leadership is directionsetting

Anticipating and creating a future for the organization

Tell the organization what it should be doing


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To set a productive direction leaders mustaccurately anticipate the future

A truly visionary leader anticipates a future that many

people think wont come to pass


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Creating a future is a more forceful approach thananticipation

With participation leader creates conditions that do not

already exist Asks questions about shape of the industry in five to

ten years

Recognizes the skills and capabilities needed now to

shape the future


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Creating the future has been conceptualized asreinventing an industry


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An effective leader thinks in revolutionary terms

Ferrets out revolutionary ideas harbored in the firm

What constitutes a revolutionary idea is, however,

subjective Key component of strategy is deliberately choosing to

be different


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Seven identifiable factors

Involving far-reaching strategic planning

Involving sharing with others

Involving innovative realism General

Detailed

Including risk taking

Profit-oriented


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Strategic planning encompasses those activitiesthat lead to the statement of goals and objectivesand the choice of strategy

Strategic planning often takes the form of a SWOTanalysis


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Represents an effort to examine the interactionbetween the particular characteristics of anorganization or organizational unit and the

external environment The four components of SWOT analysis include:

Strengths, Weaknesses, Opportunities, Threats


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Strengths

Favorable location, talented workers, state-of-the-artequipment

Weaknesses Unfavorable location, outdated equipment, limited

capital


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Opportunities

Culturally diverse customer base, changes intechnology, deregulation

Threats E-commerce, declining market, new competitors


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Corporate-level strategy asks, What business arewe in?

Business-level strategy asks, How do we

compete? Functional-level strategy asks, How do we

support the business-level strategy?


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Differentiation

Cost leadership

Focus

High quality

Imitation

Strategic alliances

Growth through acquisition


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High speed and first-mover strategy

Global diversification

Sticking to core competencies

Brand leadership

Conducting business on the Internet

Peoplepalooza (competitive advantage through

hiring talented people)


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Knowledge management is the systematic sharingof information to achieve such goals

Innovation, nonduplication of effort, and competitive

advantage


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A learning organization is one that is skilled at:

Creating, acquiring, and transferring knowledge

Modifying behavior to reflect new knowledge and

insights


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Source: Knowledge Management User Survey 97, Copyright 1997 Delphi Group (www.delphigroup.com), p. 14, as

adapted and published in Michael Hickins, Xerox Shares its Knowledge, Management Review, September 1999, p. 42.


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Create a strategic intent to learn

Create a shared vision

Develop systems thinking

Encourage personal mastery of the job


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Encourage team learning

Encourage action learning

Learn from failure

Encourage continuous experimentation

Encourage creative thinking


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Strategic leadership deals with the major purposesof an organization or organizational unit

Five important components of strategic leadership

include high-level cognitive ability, multipleinputs to strategy formulation, anticipating andcreating a future, revolutionary thinking, andcreation of a vision


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Strategic planning often takes the form of a SWOTanalysis

Strategic leaders use many different types of

business strategies Leaders must help their organizations adapt to the

environment by taking initiatives to create alearning organization

10 Strategic Leadership and Knowledge Managment

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