INTRODUCTION:
Table of Contents
01.Introduction1
02.Leadership Theories2-4
03.Comparison of Effectiveness of different leadership styles in
different organizations5-8
04.Leadership Competencies9-11
05.Implementing and Leading change12-15
06.Change Management process16
07.Game theory17-22
08.Types of strategy22-24
09.Implications25
10.Conclusion26
11.Reference27-28
INTRODUCTION: "Leadership depends on an ability to call forth
authentic action in response to the issues it identifies."-Bob
Terry
Strategic leadership refers to a managers potentiality to
express, anticipate vision for an organization and to motivate and
persuade employees who have been working for the organization to
acquire that vision. In order to know the meaning of actual
Strategic leadership, we have to know the actual meaning of
Strategic and Leadership. Strategic is very much related to the
word Strategy, Which means a plan of action implementing a plan.
The word Strategy can be used in both broad and narrow sense. But
for Todays strategy we use the word for strategic planning,
decision making, Bombing etc. We can know come forward to word
Leadership. Leader is the person who lead his or her follower in
such a way that will help them to achieve their desired goal.
In a recent survey of 400 executives from all over the world,
approximately forty- percent believed that business leaders from
emerging countries will be most influencing and dominating in the
world economy for the next five years (Accenture, 2010). They have
come forward to this point due to the huge change in the economic
power rankings in recent years. Emerging countries such as Brazil,
Russia, India and China have emerged as potential superpowers in
the last two decades and will continue to degrade USA and Japan
from the ranking in the near future (World Economic Forum, 2009;
Accenture, 2009).
Leadership Theories:Interest in leadership actually emerged
during the twentieth century. From several types of theories we can
notify or give importance to eight type of theories. They are
explained below:
"Great Man" Theory:
Great Man theory assumes that the ability for leadership is
inbred. It also added that great leaders are born, not made. These
theories often portray great leaders as heroic, mythic and destined
to rise to leadership when needed. The term "Great Man" was used
because, at the time, leadership was thought of firstly as a male
quality, especially in terms of military leadership.Trait
Theories:
Trait theory assumes that people inbred certain qualities and
traits that makes them better adapted to leadership. It identify
certain personality and behavioral characteristics of the
leader.
Situational Theories:
Situational theories infer that the people who leads generally
choose the best situation for the best course of action. Different
styles of leadership may be more appropriate for certain types of
decision-making.Contingency Theories:
Contingency theories of leadership focus on such variables
related to the environment that might determine which specific
style of leadership is most appropriate and adaptable for the
situation. According to this theory, no leadership style is best in
every situation. Eventually success depends upon a number of
variables, including the leadership style, theory and qualities of
the followers and aspects of the situation.
Behavioral theories:
Basically Behavioral theories of leadership are based upon the
belief that great leaders are made, not born. This leadership
theory focuses on the actions of leaders, Eventually not on mental
qualities or internal factors. According to this theory, people can
learn to become leaders through teaching and observation.Functional
Theories:
Functional leadership theory (Hackman & Walton, 1986;
McGrath, 1962; Adair, 1988; Kouzes & Posner, 1995) is a
particularly influential theory for addressing specific leader
behaviors expected to contribute to organizational or unit
effectiveness. This theory argues that the leader's main job is to
checkout and watch out whatever is necessary to group needs is
taken care of, thus, a leader can be said to have done their job
well when they have contributed to group effectiveness and cohesion
(Fleishman et al., 1991; Hackman & Wageman, 2005; Hackman &
Walton, 1986).
Management Theories:
Management theories focus on the role of supervision,
organization and group performance. It is also known as
transactional theories.Relationship Theories:
Relationship theory focus on the relation between the Leader and
Followers. It is also known as Transformational theory.
1.1 Comparison of Effectiveness of different leadership styles
in different organizations
Leadership styles, from the very classical autocratic approach
to very modern participative approach, all have effectiveness
depending on organizational structure and different situations
(Kaith Davis, 2007). The leaders should be conscious about
different leadership style as different leadership styles are
needed for different situation, and they should adopt some
leadership strategies focusing on organizations goals and
objectives.
1.1.1 Autocratic Leadership Style
Autocratic leadership style is the classical approach and most
old dated approach where managers hold maximum power and decision
making authority, and employees have little or no right in decision
making and they are expected to obey rules and regulations, and
order attributed from higher authority. This leadership style
relies on employee punishment and threats, and staffs are seemed to
be untrusting. Though this leadership style is not so much
effective in todays organizations, its not bad at all.In some
countries it is very much applicable. Autocratic leadership style
is more effective for the organizations that are new in their
business operations because, at the beginning of any new business
the future of the company remains uncertain (GA YUKL, 2006); any
wrong decision may cause serious harmness for that organization. If
we think from organizational perspective, autocratic leadership
style is more effective for public sector organizations, and less
effective for private sector and non-profit organizations like
charity.
Graph:1
1.1.2 Democratic or Participative Leadership Style
Democratic leaders release the ultimate decision of anything,
but gather information from staff level and share every higher to
lower level decisions with all employees, and also keep employees
informed of everything that affect their business. The most
effective practice of democratic leadership style is shown in
service sector organizations as the success of this kind of
organizations directly rely on quality of services (BA Hayward,
2006).
Graph: 2
1.1.3 Free Rein Leadership Style
The free rein leader hold less authority and power to take any
decision of an organization, and a high degree of independence is
given to subordinates. The free rein leadership style is more
effective for non-profit organizations.
Graph: 3Analysis with other Leadership Style :In 1960s, The
University of Michigan Studies lead by Dr. Rensis Likert looked for
leadership style for high performance teams. Likert came up with
two dimensions of leadership behavior. Employee Oriented Style and
Production Oriented Style are the two dimension for them.Likert
constructed a scale with four different leadership styles called
system 14.
System 1 is a very task oriented style with a very negative view
of the subordinates. Leaders use threats and punishment to get
subordinates to perform their work.
System 2 leaders have some confidence in their subordinates but
all decisions are still made by the leaders.
System 3 leaders have much more trust and confidence in their
subordinates and delegate some decisions.
System 4 is a very people oriented style with complete trust and
confidence in the subordinates. This includes group decisions and
building supporting relationship with the subordinates.
Likert stated that the highest performing teams who follow the
employee oriented style are eligible for system 4 (Kleim,
2004).
Who have searched for Globe and Hofstede studies in the Power
Distance dimension in India; in 67% situations, leaders are
initially responsible for an outcome; whereas 11% situations
describe shared responsibility of leaders and team, according to
the studies of Ljungberg & Johansson (2010); Power distance has
an effective effect on decision making in an organization. It is
seen in a survey that only 56% leaders decided after consultative
input from their employees, whereas 22% leaders did not take any
input from others (Ljungberg & Johansson, 2010). This helps us
to understand that there is a huge power distance in India and
leaders are solely responsible for decision making in India.
From the above statements it can be derived that presently
autocratic style of University of Iowa studies and system 1 & 2
of Likerts theory is prevailing in India, because employees in
India need clear and distinct directions.
Although all of the studies state that Democratic style,
High-high leadership structure, Team management style and System 4
are most beneficial styles for high performance of an organization
in the long run. Also Globe and Hofstedes studies in the Power
Distance show that a low power distance is the best option to
improve productivity in the long run.
Leadership Competencies:A competence can be defined as the
ability of as individual to activate, use and connect the acquired
knowledge in the complex, diverse and unpredictable
situations(Perrenoud,1997,in Svetlik,2005).According to
Bennies(1987,citied in Thach et al.,2007) for effective leadership
there are few leadership competencies that have been proven time
and showed that they are very much compulsory. There are some
common competencies which have been referred include: technical
competence, honesty, integrity, diversity consciousness, change
management, result orientation, problem solving, decision making,
customer focus, business skill, team leadership, influential skill,
conflict management and more importantly emotional intelligence,
social and environmental responsibility, depending on the culture
of the organization even humor and innovation(Trinka,2004;cited in
thach et al,2007;spencer and spencer ,1993;Employers
organisation,2004;Guggenheimer and Szule,1998;Breckenride
Consulting Group,2004;OPM,1992;Laszlo,2003;Goleman,2003;Mckee and
Boyatzis,2002;Thompson,1985)Basically we can aggregate those
competencies and divide those elements into three parts.They
are:
Cognitive Competencies:
This dimension of competencies includes control of general
principles, laws, theories and concepts. Particularly it includes:
Divergent thinking, Critical thinking, Creativity, strategic
thinking, Problem solving, Analytical skills.Functional
competence:Significant functional competencies include: Language
and communication skill, technological skill(IT), career planning
skill, Managerial skill and Decisional skill, International
environment skill, Globalization
skill(Manning,2003;May,1997;Suutari,2002.Harris,2001;)Personal and
Social competence:The third dimension consists of competencies,
which enable an individual to establish and maintain relationship
with others: Self direction, Interpersonal skill, Teamwork skill,
Integrity, Mobilizing skills, Personal and Social values,
Character, Creativity and Compassion(Allio,2005)Leadership
Qualities:There are Ten leadership qualities which helps a person
to built himself as a leader. A good leader must have the
discipline to work toward his or her vision single-mindedly, as
well as to direct his or her actions and those of the team toward
the goal.
Analysis:Integrity is the co-ordination of outward actions and
inner values. A person having integrity is the same on the outside
and on the inside. Such an individual can be trusted because he or
she never changes from inner values, even when it might be adept to
do so. A leader must have the trust of followers and therefore must
display integrity..
Dedication means spending whatever time or energy is necessary
to accomplish the task. A leader inspires dedication by example,
doing whatever it takes to complete the next step toward the vision
and goal. By approaching through dedication, one can build a better
future for himself and others.Magnanimity means giving credit where
it should be. A magnanimous leader ensures that credit for
successes spread as widely as possible throughout the company.
Conversely, a good leader takes personal responsibility for
failures. This sort of reverse magnanimity helps other people feel
good about them and draws the team closer together.
Humility recognizes that their will be equal right and
evaluation for all. A humble leader is not self-effacing but rather
tries to elevate everyone. Leader with humility will evaluate
others with equal mentality. Leaders with humility also understand
that their status does not make them a god. Mahatma Gandhi is a
role model for Indian leaders, and he pursued a "follower-centric"
leadership role.Openness means being able to listen to new ideas
and share his views with others even if they do not conform to the
usual way of thinking. Good leaders are able to suspend judgment
while listening to others' ideas, as well as accept new ways of
doing things that someone else thought of.Creativity is the ability
to think differently, to apprehend differently, to get outside of
the box that hinders solutions. Creativity gives leaders the
ability to see things that others have not seen and thus lead
followers in new directions. Fairness means dealing with others
consistently and judicially. A leader must check all the facts and
hear everyone out before passing judgment. He should have the mind
to judge all equally that means no biasness will take place. He or
she must avoid leaping to conclusions based on incomplete evidence.
When people feel that they treated fairly, they reward a leader
with loyalty, dedication and integrity.Assertiveness is not the
same as aggressiveness. Rather, it is the ability to clear state
what one expects so that there will be no misunderstandings. A
leader must be assertive to get the desired results. Am assertive
leader will lead him and others the right way to achieve or
approach.A sense of humor is important to relieve tension and
boredom, because it creates enthusiasm and Effective leaders know
how to use humor to energize followers. Humor is a form of power
that provides some control over the work environment. In addition,
simply put, humor fosters good camaraderie. It helps employees to
work with interest and eventually it brings out great result for
both him and his organization.Implementing and Leading
change:Heraclitus the Greek Philosopher said Change is the only
constant. Actually everything is changing, changing with its views
and with all other things. In this world the word change has become
a meaningful word and eventually everyone need this sort of change.
So change is needed for Leading. John Kotter, a professor at
Harvard Business School and world renowned change expert introduced
his eight step change process in his 1995 book "Leading Change. Now
we are going to have a look on it:Step 1: Create Urgency
If the whole company really wants, it helps for change to
happen,. Develop a sense of urgency around the need for change.
This may help you spark the initial motivation to get things
moving.
This is not simply a matter of showing people poor sales
statistics or talking about increased competition. Open an honest
and convincing dialogue about what is happening in the marketplace
and with your competition. If many people start talking about the
change you propose, the urgency can build and feed on itself.
Therefore, it is an urgent position or time to make change for an
organization.Step 2: Form a Powerful Coalition
Convince people that change is necessary. This will not be
possible without strong leadership value. This often takes strong
leadership and visible support from key people within your
organization. Managing change is not enough one has to lead it.
One can find effective change leaders throughout our
organization they do not necessarily follow the traditional company
hierarchy. To lead change, one needs to bring a coalition or team
of influential people, whose power comes from a variety of sources,
including job title, status, expertise, and political
importance.
Step 3: Create a Vision for ChangeWhen one first start thinking
about change, there will probably many great ideas and solutions
floating around. Link these concepts to an overall vision that
people can grasp easily and remember.
A clear vision can help everyone understand why everyone asking
him or her to do something. When people see for themselves what one
is trying to achieve, then the directives they are given tend to
make more sense.
Step 4: Communicate the Vision
What one does with his or her vision after he or she creates it
will determine his or her success. His message will probably have
strong competition from other day-to-day communications within the
company, so he needs to communicate it frequently and powerfully,
and embed it within everything that he or she does.
Do not just call special meetings to communicate ones vision. We
should use the vision daily to make decisions and solve problems.
When one keeps it fresh on his minds, he will remember it and
respond to it.
Step 5: Remove Obstacles
If one follows these steps and reaches this point in the change
process, one has been talking about his or her vision and building
buy-in from all levels of the organization. Hopefully, ones staff
wants to get busy and achieve the benefits that he or she has been
promoting.
Put in place the structure for change, one should continually
check for barriers to it. Removing obstacles can empower the people
one needs to execute his or her vision, and it can help the change
move forward.
Step 6: Create Short-term Wins
Nothing motivates more than success. Therefore, success is
mandatory for motivating oneself. Give ones company a taste of
victory early in the change process. Within a short time frame,
(this could be a month or a year, depending on the type of change),
he or she will want to have results that his or her staff can see.
Without this, critics and negative thinkers might hurt ones
progress.
Create short-term targets not just one long-term goal. One wants
each smaller target to be achievable, with little room for failure.
Ones change team may have to work very hard to come up with these
targets, but each "win" that ones produce can further motivate the
entire staff.
Step 7: Build on the Change
Kotter argues that many change projects fail because victory
declares too early. Real change runs deep. To achieve long-term
change, early victory is not needed. Only patience needed to
achieve the long-term goal.Launching one new product using a new
system is great. But if one can launch 10 products, that means the
new system is working. To reach that 10th success, one needs to
keep looking for improvements.
Each success provides an opportunity to build on what went right
and identify what one can improve.
Step 8: Anchor the Changes in Corporate Culture
Finally, to make any change stick, it should become part of the
core of ones organization. Ones corporate culture often determines
what gets done, so the values behind ones vision must show in
day-to-day work.
Make continuous efforts to ensure that the change has come in
every aspect of ones organization. This will help give that change
a solid place in his or her organization's culture.
It's also important that ones company's leaders continue to
support the change. This includes existing staff and new leaders
who are brought in. If you lose the support of these people, you
might end up back where you started.
We have already gone through the eight step of Kotters Change
theory. For the strategic implementation, only an authentic leader
can implement the mandatory issues for developing an organization
strategic hierarchy. Implementing corporate strategy requires a
team effort headed by organizations leadership team. Each person
involved in change management has his or her responsibilities, and
it is important for the entire organization to understand the role
of leadership in strategic implementation to make delegating
responsibility more effective.Change Management process:
Involvement
Strategic implementation of any company that needs the proper
way to do it should involve all the employees of the Company.
Company needs to identify what those departments are and create an
implementation team that consists of representatives from each
affected group. Management needs to create and notify a structure
that identifies various group leaders, after selecting them they
have to be known about the responsibilities of those groups and an
accountability system that insures that the implementation team
meets its timetable for getting the new program or policy in
place.
Interest
Sometimes organization feels the need of change and implementing
those changes. Implementing change or any new strategy within a
company requires a feeling of urgency on the part of the entire
company. It is the job of management to create that urgency by
explaining to the staff why the implementation is necessary.
Leadership needs to help the employees understand how the company
benefits from the new implementation. With changing those old dated
things only leaders can create a new work
environment.Monitoring
Strategic implementation within a company is not an exact and
sloth process. It is a dynamic procedure. It needs monitoring by
management and altering to meet implementation goals. It is the
responsibility of leadership to put a monitoring system in place,
analyze the data that is being generated during the implementation
and make any necessary changes to make the implementation more
efficient and competent.Next Step:Corporations implement the
strategy in phases and in regular steps. The company leadership
needs to be able to identify when each phase of a strategic
implementation is accomplished and be ready to transition the
company to the next phase. For example, if the company is bringing
in a new software program for customer management, then the first
phase of the program may be to implement it in the sales
department. Then after setting on their sales department, they will
start counting their total sales. By doing so they can come to the
point that what they should do to increase total sales or
productivity, whether they need any type of new strategy or
not.Game theory:
Game theory has been a sufferer of its own successes. Now it is
widely entrenched as a method of analysis as an important tool in
economics, political science, law, social psychology and other
disciplines. In mid nineteenth century with the publication in 1838
of augustin cournots researches into the mathematical principle of
the theory of wealth ,in which he tried to explain the underlying
behavior of duopolists. In 1944, John von Neumann and Oskar
Morgenstern's The Theory of Games and Economic Behavior were
published and with that the principle of game theory constructed.
The Game theory has been widely used to the behavior of producers
with a few competitor. The Game Theory refers that one has
opponents who are conforming their strategies according to what
they believe everybody else is doing and the opponents should be
the part of ones strategy. In order to analyze such a game one put
oneself at the place of other players stage. He recognizes that his
opponents is as clever as he is and doing just the same thing as he
is doing. Elements of a Game: Players: The decision makers in the
game.
Actions: Choices available to a player.
Information: Knowledge that a player has when making a
decision.
Strategies: Rules that tell a player which action to take at
each point of the game.
Outcomes: The results that unfold, such as a price war, world
peace, etc.
Payoffs: The utilities (or happiness) that each player realizes
for a particular outcome.
Equilibria: An equilibrium is a stable result. Equilibria are
not necessarily good outcomes, a fact that is illustrated by the
prisoner's dilemma.
With a view to applying game theory to the behavior of firms, it
faces a number of strategic choices, which lead their ability to
grasp a desired pay-off. So,game theory is very much applicable and
comparable with todays world.These are the decisions on price and
output, such as:
Raise() Lower() Hold()These are the decisions on products, such
as :
Keep existing products
Develop new productThese are the decisions on promoting
products, such as :
More spending on advertising
Less spending on advertising Keep spending constant
Firms could originate a range of possible pay-offs from their
strategy choices, including:
More profits for shareholders
Larger market share
Make better chances of survival
Getting rid of a rival
Here we have introduced Prisoners dilemma as a game theory.The
Prisoner's Dilemma is a simple game. It demonstrates the choices
facing oligopolies. As one read the scenarios, one can play the
part of one of the prisoners. Here is the scenario:The
scenario:Robin and Tom are prisoners. They are being arrested and
accused for a petty crime. There is good evidence of their guilt
they will receive Two-year sentence if they proved as guilty.During
the interview, the police officer becomes suspicious about the two
prisoners of being guilty of a serious crime, but is not sure he
has any evidence.
Robin and Tom placed in separate rooms. There they cannot
communicate with each other. The police officer tries to get them
to confess to the serious crime by offering and showing them some
options, with possible pay-offs.
The options:They are told that they will receive a sentence of
three years if they both confess to the serious crime. However,
they also told that if one of them confesses the serious crime then
he will get a light sentence of one year, and the other will get
ten years. So, It has become a dilemma for them. They know that if
they both reject or deny the serious offence they are certain to be
found guilty of the lesser offence, and will get a two years
sentence.
The pay-off matrix:
This chart is showing the whole picture transparently. Here we
can come to a conclusion which will be the better decision.
The dilemma is that their own pay-off is very dependent on the
behaviour of the prisoners. However, there is a way of getting
things at a better way. To avoid the worsen scenario (10 years),
the safest and the better option is to confess and get three years
sentence. If collusion is possible they can both come to the
decision to deny (and get Two years), but there is a very strong
possibility to betray because, if one denies and the other
confesses, the best consequence of all is possible - that is one
year. The best option is to confess if any possibility of cheating
there.Types of strategy:Maximax: Where the player attempts to earn
the maximum possible benefit available is called the maxima
strategy. This means they will like to have the alternative. It
includes the probability of achieving the best possible outcome
even if a highly adverse outcome is possible.
This strategy, often referred to as the best of the best is
often seen as naive or unaffected and overly optimistic strategy,
however it assumes a highly auspicious environment for taking
decision.The best pay-off will be for Robin from confessing is one
year. But in that case Tom has to deny and the best pay-off from
denying is two years (with Tom denying) - so the best of the best
is to confess (one year).
Maximin:Where a player chooses the best of the worst pay-off is
called the Maximain strategy. This is generally chosen when a
player cannot depend on the other party to keep any agreement that
has been made - for example, to accept. In the Prisoner's Dilemma,
the worst pay-off to Robin will be confessing and getting three
years (with Tom confessing), and the worst pay-off from denying is
ten years (with Tom confessing) - therefore the best of the worst
is to confess.
In this case, both the maximin and maximax strategies are
referring to the same result, that will be Confessing .When this
things happen, it is said to be the dominant strategy.
Dominant strategy:A dominant strategy is the best outcome
regardless of what the other player selects. Now for that case it
is for each player to confess - both the optimistic maximax and
pessimistic maximin lead to the same decision being taken.
We have got the better outcome and worse outcome about Robin and
Tom. Now we are going to find out how does this relate to a firm's
behavior. Game theory gives opinion that firms are unlikely to
trust each other, even if they collude and come to an agreement
such as raising price or decline together.
Consider the hypothetical example of two Airlines and return
ticket prices to New York.
In this case, for both Airline A and B, the aggressive maximax
strategy is 140m from a low price and 120m from a high price. So we
can come to the point that low price gives the maximax pay-off.
On the other hand, the pessimistic maximin strategy, the worst
outcome from a low price is 100m, and from a high price is 70m -
hence a low price provides the best of the worst outcomes.
Lowering price is the dominant strategy, and the only way to
enhance the pay-off would be to collude and increase price
together. Definitely, this requires an agreement, and collusion,
and this creates two further risks - one of the airlines reneges on
the agreement and 'rats', and the competition authorities
investigate the airlines, and impose a penalty.
Nash equilibrium, which is named after famous Nobel winning
economist John Nash, is a solution to a game relating two or more
players who want the best outcome for themselves and must take the
actions of others into account. After The Nash equilibrium is
reached, players cannot make better their payoff by independently
changing their strategy. This means that it is the best strategy
thinking the other has chosen a strategy and will not change it.
For example, in the Prisoner's Dilemma game, confessing is a Nash
equilibrium because it is the best result, taking into account the
likely actions of others.
Implications:Game Theory provides many information like capacity
of getting or solving many problem into the behavior of
oligopolists. For example, it shows that generating rules for
behavior may take some of the risks out of competition, such
as:
1. Using a simple cost-plus pricing method which is shared by
all participants. This would work better in situations where
oligopolists share similar or identical costs, such as with petrol
retailing.
2. Without any type of confusion, agreeing a 'price leader' with
other firms as followers. In the Airline example, firm A may lead
and raise price, with B will be following suit. In this case, both
would generate revenues of 120.
3. Supermarkets are completely agreeing with some lines where
price-cutting will take place, such as bread or baked beans, but
keeping price constant for most lines.
4. Generally keeping prices stable to avoid price
retaliation.
Conclusion: Effective strategic leadership is a prerequisite to
gain or achieve success in every organizational activities.
Different types of Leadership theory can influence our both
practical and institutional work success. Besides, Game theory
helps one to develop optimal strategies. In an environment in which
many outcomes and consequence are pre-determined when sophisticated
players follow their best strategies, the way to improve one's
payoff is to change the actual structure of the strategic
interactions and strategies before the game is even played. This
game theory has large implication in our practical life also.
"It is better to lead from behind and to put others in front,
especially when you celebrate victory when nice things occur. You
take the front line when there is danger. Then people will
appreciate your leadership."-Nelson Mendela
References:
1. Accenture (2010). From global connection to global
orchestration. Retrieved in 5 May, 2012 from
http://www.accenture.com/NR/rdonlyres/1E7FB8B7-93A0-4B5D
B4AED54876097313/0/Accenture_From_Global_Connection_to_Global_Orchestration.pdf2.
Avinash K. Dixit and Barry Nalebuff, Thinking Strategically : The
Competitive Edge in Business, Politics,in everyday life.3. Bob
Terry,Authentic Leadership: Courage In Action.4. (Fleishman et al.,
1991; Hackman & Wageman, 2005; Hackman & Walton, 1986).
Hackman & Walton, 1986; McGrath, 1962; Adair, 1988; Kouzes
& Posner, 1995
5. John Adair, "Strategic leadership"
6. Mike Freedman,(Dec23,2002)"The art and discipline of
strategic leadership"
7. (Trinka,2004;cited in thach et al,2007;spencer and spencer
,1993;Employers organisation,2004;Guggenheimer and
Szule,1998;Breckenride Consulting
Group,2004;OPM,1992;Laszlo,2003;Goleman,2003;Mckee and
Boyatzis,2002;Thompson,1985)
8. Bennis, Warren and Nanus, Burt..Leaders: Strategies for
Taking Charge. 2nd ed. New York, Harper Business, 1997.9. Burns,
James McGregor.Leadership. New York, NY: Harper & Row,
c1978..
10. Coles, Robert (ed).The Erik Erikson Reader. New York, NY: WW
Norton, 2000.10. Jacobs, T. O. & Jaques, E."Military executive
leadership" in K. E. Clark and M. B. Clark (Eds.),Measures of
Leadership. West Orange, NJ: Leadership Library of America,
1990.11. Myrer, Anton.Once An Eagle. New York, NY: Harper Collins,
1968. (reprinted 2000, 2001)12. Paul, Richard and Elder,
Linda.Critical Thinking, Tools for Taking Charge of Your Learning
and Your Life. Prentice Hall, 2001.
13. Quinn, Robert E. and Cameron, Kim S.Diagnosing and Changing
Organizational Culture. Reading, MA: Addison-Wesley, 1999.
14. Smith, Perry M..Rules & Tools for Leaders: A
Down-to-Earth Guide to Effective Managing[updated]. Perigee,
2002.
15. Kotter, John P.Leading Change. Boston, MA: Harvard Business
School Press, 1996.1