Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Strategic Leadership: A Need of Today's a Competitive Era


Affiliations
1 Ph.D Scholar, HR Dept, Nagpur University, India
2 Deputy Manager, Lubrizol, Mumbai, India
     

   Subscribe/Renew Journal


Strategic leadership is the leaders' ability to anticipate, envision and maintain flexibility and to empower others to create strategic changes as necessary. This paper is focused on the aspects of strategic leadership like: planning and organizing, problem solving, clarifying, informing, monitoring, motivating, consulting, recognizing, supporting, managing conflict and team building, networking, delegating, developing and mentoring, and rewarding. Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among your colleagues, and taking effective action to realize your own leadership potential. Leadership is considered far more superior and necessary for an organization's success than management. The main function of a strategic leader is forming a vision and a mission, balancing the organizational control, establishing effective organizational culture, and emphasizing on ethical practices. Any strategic leader will not follow one style of leadership. It is always a mix of different styles of leadership. Depending on the goal, the styles of leadership are: autocratic style, participative, transactional, transformational and charismatic leadership.

Keywords

Leadership Power, Leadership as Supervisor
Subscription Login to verify subscription
User
Notifications
Font Size


  • Bass, B. (1990). From Transactional to Transformational Leadership: Learning to Share the Vision. Organizational Dynamics, Winter, 18(3), 19-31.
  • Bass, B., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. New York: Simon & Schuster, Inc.
  • French, J., & Raven, B. H. (1959). The Bases of Social Power, In Cartwright, D. (ed.) Studies of Social Power. Ann Arbor, MI: Institute for Social Research.
  • Hersey, P., & Blanchard, K. (1977). Management of Organizational Behavior: Utilizing Human Resources. Englewood Cliffs, NJ: Prentice-Hall.
  • Ivancevich, J., Konopaske, R., & Matteson, M. (2007). Organizational Behavior and Management. New York: McGraw-Hill Irwin.
  • Jago, A. G. (1982). Leadership: Perspectives in Theory and Research. Management Science, 28(3), 315-336.
  • Juran, J. M. (1988). Juran’s Quality Control Handbook. New York: Mcgraw-Hill.
  • Kouzes, J. M., & Posner, B. Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass.
  • Lamb, L. F., & McKee, K. B. (2004). Applied Public Relations: Cases in Stakeholder Management. Mahwah, New Jersey: Lawrence Erlbaum Associates. Routledge.
  • Mischel, W. (1968). Personality and Assessment. New York: Wiley.
  • Newstrom, J., & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill.
  • Northouse, G. (2007). Leadership Theory and Practice, (3rd ed.). London: Thousand Oak/New Delhi: Sage Publications, Inc.
  • Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications.
  • Stogdill, R. M. (1989). Stogdill’s Handbook of Leadership: A Survey of Theory and Research. In Bass, B. (ed.) New York: Free Press.
  • U.S. Army (1983). Military Leadership (FM 22-100). Washington, DC, U.S: Government Printing Offi ce.
  • U.S. Army Handbook (1973). Military Leadership.
  • Ivancevich, J., Konopaske, R., & Matteson, M. (2007). Organizational Behavior and Management, New York: McGraw-Hill Irwin
  • Kuhnert, K. (1994). Transforming leadership: Developing people through delegation. In B. Bass & B. Avolio (eds.). Improving organizational effectiveness through transformational leadership,10-25. Thousand Oaks, CA: Sage.
  • Yukl, G., Wall, S., & Lepsinger, R. (1990). Preliminary report on validation of the managerial practices survey. In K.E. Clark & M.B. Clark (Eds.), Measures of leadership, 223–238.
  • West Orange, NJ: Leadership Library of America.

Abstract Views: 403

PDF Views: 6




  • Strategic Leadership: A Need of Today's a Competitive Era

Abstract Views: 403  |  PDF Views: 6

Authors

Snehal Sachin Didolkar
Ph.D Scholar, HR Dept, Nagpur University, India
Sachin Bansidhar Didolkar
Deputy Manager, Lubrizol, Mumbai, India

Abstract


Strategic leadership is the leaders' ability to anticipate, envision and maintain flexibility and to empower others to create strategic changes as necessary. This paper is focused on the aspects of strategic leadership like: planning and organizing, problem solving, clarifying, informing, monitoring, motivating, consulting, recognizing, supporting, managing conflict and team building, networking, delegating, developing and mentoring, and rewarding. Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among your colleagues, and taking effective action to realize your own leadership potential. Leadership is considered far more superior and necessary for an organization's success than management. The main function of a strategic leader is forming a vision and a mission, balancing the organizational control, establishing effective organizational culture, and emphasizing on ethical practices. Any strategic leader will not follow one style of leadership. It is always a mix of different styles of leadership. Depending on the goal, the styles of leadership are: autocratic style, participative, transactional, transformational and charismatic leadership.

Keywords


Leadership Power, Leadership as Supervisor

References