Strategic Leadership and Organizational Transformation MAN7068

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Title
Strategic Leadership and Organizational Transformation
MAN7068

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Table of Contents
Table of Contents
Title.............................................................................................................................................................1
PART 1.......................................................................................................................................................3
Executive Summary.....................................................................................................................................3
Definition of leadership –............................................................................................................................3
Leaderships power.......................................................................................................................................3
Evolving Nature of Leadership....................................................................................................................4
Belbin’s team role........................................................................................................................................5
Transformational leaders.............................................................................................................................6
French and Raven’s power –.......................................................................................................................7
Trait theory & Behavioral theory –..............................................................................................................8
Leadership styles.........................................................................................................................................9
Leadership Strategy.....................................................................................................................................9
Leadership development............................................................................................................................10
Leadership motivation...............................................................................................................................11
Leadership competencies...........................................................................................................................11
Hofstede’s cultural dimension –................................................................................................................12
Part 2.........................................................................................................................................................13
The nature of change within the organization............................................................................................13
Cultural implications of organizational change.........................................................................................14
Change and leadership in organization –...................................................................................................16
Kotter’s Model of change -........................................................................................................................18
Leadership in change –..............................................................................................................................19
Strategic leaders’ role –.............................................................................................................................19
Change managing process –......................................................................................................................19
Conclusion.................................................................................................................................................20
References.................................................................................................................................................21

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PART 1
Executive Summary
There are various interpretations and hypotheses in current literature on strategic leadership
and management. Leadership has a direct influence on the strategic management mechanism
and therefore facilitates the organization to execute appropriate strategies. During the strategic
management phase, leadership plays numerous positions as planner, consultant, guide,
organizer, motivator, producer, decision maker, partner and evaluator. Nowadays, companies
still require strong strategic strategy and a competent leader to be able to accomplish their
objectives. The key aim of this paper is to discuss strategic management and leadership, with a
concentration on the partnership between them. So, discover what position leadership has in
formulating and applying policy management by analyzing current literature. We may assume
that strategic leadership is a mechanism that turns the company into a competitive organization
with the right strategies. It is the duty of leadership to empower and encourage workers of the
organization to work together.
Definition of leadership –
Leadership is a management's ability to define and accomplish demanding objectives, respond
quickly and decisively when required, exceed competitiveness, and encourage others to
succeed at the highest levels they can (Summerfield, M.R., 2014)

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Leaderships power –
 Legitimate power - Legitimate authority is conventional power - because of the rank of
a chairman, executive or other leading officer in the business (Scouts, Y. 2014).
 Expert power - People with greater skills or skill than other team members display
expertise.
 Power of information - You acquire control of knowing because you know something
others want to know. This information may range from rumors to complicated knowledge
about an individual or business (Scouts, Y. 2014).
 Reward power - A leader who may compensate an employee or a team member has
the power to recompense.
 Power of moral
 Power of charismatic
 Power of Referent
 Power of Coercive
Evolving Nature of Leadership
The conduct of a chief, defined as representative cooperation, depends on the
interaction between the individuals (Wallace and Wolf 2006). Job ideas are created
through conversation. "They don't mean cultural social work when abstract
interactionists speak of work. Rather, they are more agile and more spontaneous"
(Wallice and Wolf 1980, 242). According to the Economic Intelligence Division's (2006)
global survey of personal and market concerns, the "talent dilemma" is a crucial issue for
businesses all over the world under the dominant economic circumstances. Workforce
transition, global economic growth and promotion It focuses on productivity, consumer

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development and management. “formerly called productivity and collaborated alongside
our team as we spoke over any problems”. The emphasis now is on authority,
management competence, competitiveness, history, and how the society will bring value
to the citizens it retains today" (Deloitte Touche Tohmatsu, 2005).
Belbin’s team role
Source - (Nguyen, 2017)
The word 'unit part' refers to one of the 9 clusters of behavioral traits described as being
successful in facilitating team success by Dr. Meredith Belbin's study in Henley.
 Resource Investigator - You use your curious side to try ideas to get the team together.
 Team worker - Helps the team gel, leveraging their versatility to recognize and
accomplish the work needed by the team.
 Co-Ordinator - You ought to concentrate on the goals of the team, draw team members
and assign the task properly (Nguyen, 2017).

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 Plant - Tends to be exceptionally imaginative and good at unconventionally solving
issues.
 Monitor evaluator - It provides a logical eye, makes objective judgements as needed
and unpassionately weighs the team's choices.
 Specialist - Brings a deep understanding of a crucial field to the squad.
 Shaper - Provides the requisite driving force to keep the team going and not losing
direction or momentum (Nguyen, 2017).
 Implementer - You ought to prepare and implement a workable approach as effectively
as practicable.
 Complete finisher - Often efficiently utilized towards the end of work for polishing and
monitoring defects and subjecting them to the highest quality management
requirements.
Transformational leaders
Transformational leadership demonstrates the power used in government affairs, entertainment,
invoicing, innovation, education, and a variety of businesses. An innovative view of authority
hinges on inspiring, respecting, and motivating employees to care and participate in shaping the
prosperous future of the organization
1. Working on the innovation landscape: Before moving to groups and communities, it's
important to think about how to work as an innovator. In addition, productive innovators are
charismatic, inspiring, inspiring, caring and empathetic.
2. Creating a legitimate culture: Corporate culture is increasingly becoming part of a
comprehensive understanding of the work of representatives. The company invests a lot of time