Strategic Leadership and Practice - Lesotho Revenue Authority

This essay analyzes effective leadership and how an effective leader achieves the missions and purposes set by the top management team. It also describes the soft skills necessary in collaborative leadership and the three key leadership styles used in managerial leadership styles.

Running head: STRATEGIC LEADERSHIP AND PRACTISE
STRATEGIC LEADERSHIP AND PRACTISE
Name of the Student
Name of the Organization
Author Note

1STRATEGIC LEADERSHIP AND PRACTISE
Introduction
In this essay effective leadership will be thoroughly analyzed and defined and how an
effective leader achieves the missions and the purposes set by the top management team. A
detailed leader profile from Lesotho Revenue Authority which is in Lesotho will be
developed as well as describing using the soft skills which is necessary in a collaborative
leadership. It will also explain the three key leadership style used in managerial leadership
styles. These are the most adequate theories which are found to describe the effectiveness,
performance as well as the styles which are used by the leader to achieve the objectives and
the goals in the workplace. Moreover, the nature of the leader’s role as well as the
achievement utilizing the theories will be critically analyzed.

2STRATEGIC LEADERSHIP AND PRACTISE
Anatomy of the Top Management Team in Lesotho Revenue Authority
The Lesotho Revenue Authority was established as an autonomous body by the
Lesotho Revenue Authority Act no 14, of the year 2001. The leadership structure which is
followed by the company is collaborative leadership style. Collaborative leadership is a
management practice tool which focuses on the leadership skills from the functional as well
as to the organizational boundaries. The term collaborative leadership first appeared in the
middle of the 1990s to trend the growth of the public and the private corporation.as well as
for the formation of the longer term of private – public partnership. It is noticed that in a
collaborative leadership, leaders who can recognize a critical business relation which exists
and which cannot be controlled by the systematic formal statements but it will require a dense
interpersonal connection. Collaboration leadership needs a different kind of leadership where
the leader can actually safeguard the procedures, facilitating the interaction and dealing very
patiently without getting high levels of frustrations at all (Kramer & Crespy, 2015).
Twelve Soft skills which a Collaborative Leadership requires are provided below:
1. Communication and Listening:- Everybody needs to communicate altogether in a
workplace, it is very important to have communication and listening skills when one
is a manager or a leader, so that he / she can interact with the group members in
different mediums(Learning, 2015). In Lesotho Revenue Authority the leaders are
ready to help people if they are facing any problem with the filling of the tax invoice
or if they have missed out their dates. They have their help centres where the leaders
listen to their client and help them with providing a proper feedback.
2. Critical Thinking:- It is the ability which lets leader think clearly about what to do and
what to believe in which also includes the ability to reflect and think independently

3STRATEGIC LEADERSHIP AND PRACTISE
(Jonassen, 2016). The leaders are help the clients on their own, they do not need any
other special advice from the top management.
3. Difficult Conversations:- Collaborative leaders should be able to engage themselves
in difficult conversations with it team, with their various customers as well as their
own managers. To make those conversations a little less difficult they should prepare
some skills within themselves such as empathy, assertiveness, keeping patience and
rapport (Falcone, Claxton, & Marshall, 2014). The leaders face various problems
when the client applies for tax refund, make payments, or apply for tax extension. But
the leaders use their experience and skill and sort out the problems of the customers.
4. Emotional Intelligence:- Using as well as understanding the emotional intelligence is
a key by which a leader can exceed goals and achieve full potential. The things which
involve here are recognizing the emotions and their effects, looking to the situations
and problems from the other person’s point of view, as well as developing others
through acting on the needs and concern (Bastian, Burns, & Nettelbeck, 2015). The
leaders look in to the client’s problem from their point of view and develop actions to
serve them.
5. Delegating Effectively:- A leader needs to focus on the jobs which requires attention,
which means delegating the problems or the tasks which falls outside the capacity of
the team. Giving a clear and briefing of the task makes sure that the task is done
properly. This empowers the team and help them develop properly (Whetten, 2016).
The leader has to face various problems related to the tax, but they anyhow delegate
the problem and helps in the team development.
6. Motivating the Staff:- It is of no use if the team is not working effectively and
sincerely. As a leader one needs to know how to motivate the team, so that they can
very much productive with their tasks (Hayes, 2018). The leaders never get

4STRATEGIC LEADERSHIP AND PRACTISE
demotivated of their continuous work, they always motivate the team to be more
helpful to the clients.
7. Time Management:- Being a collaborative leader one should manage his own time.
They might also experience that how different types of time management issues
decides when to delegate as well as the team members are interrupting with various
problems. Leaders in Lesotho Revenue Authority manage their time in their operation
hours from 8am – 5pm.
8. Change Management:- Change is something which is associated with the progress of
today’s organization. One experiences change at an ever increasing rate. Leaders
should be equipping themselves with the skill to manage themselves as well as the
team though all the difficult changes which will come in the future (Hayes, 2018).
The leaders resist to change themselves because they have to face various clients with
various problems related with their tax statements.
9. Stress and Resilience:- Managers should be able to spot out the sign of the stress in
their own teams as well as themselves, which helps them in managing the pressure
more easily. A collaborative leader should also lean how one can become more
resilient which will make the team to thrive throughout the work in the coming future
(Kent, Davis, & Reich, 2013). If the team is unable to control the pressure of the
clients, the leaders help them out to thrive throughout their work, so as to meet the
client’s needs.
10. Giving feedback and Managing Performance:- Leaders should be able to receive and
provide valuable feedback to the team and to the team members in a right manner and
at the right time. The leaders should be able to spot the training as well as he
development needs in the team so as to know how to help them properly and make
them learn the proper skills they need. Good collaborative leaders also ask or

5STRATEGIC LEADERSHIP AND PRACTISE
feedbacks from the staffs as well which helps the leader to better understand the
members. They can also use it to improve their work (Noe, Hollenbeck & Wright,
2017). The Lesotho Revenue Authority has call centres which accept feedback from
the clients and make queries related to tax.
The three key leadership styles in managerial leadership styles are discussed below:-
1. Visionary Leadership Style was first used and described by Daniel Goleman in the
year 2002, the leadership is an inspiration to the vision of the goal, and it also helps
others to see how well they can contribute to the vision. It allows the leader as well as
the followers to move along together towards the achievement of a shared view of the
future. For example the visionary leaders are only effective when a new company is
attempting to proceed in the market with the launch of a certain product which is
different from the product available in the market place (Westley & Mintzberg, 2016)
2. Managerial Leadership Style is defined as a manager who directs as well as controls
many activities of the company directed towards a specific goal. A leader whereas on
the other hand inspires confidence and trusts his subordinates so as to get the
maximum output and also they get the maximum cooperation. A leader also guides
them throughout their activities in a very organized manner. The effective
management requires leadership. It is very rarely possible to segregate the behavior
functions of the manager ship and leadership (Brownell, 2019).
3. Strategic leadership is referred to a manager’s potential used to express strategic
visions for the organization, or for a part of the organization as well as to promote and
motivate others also to achieve the same vision. Strategic leadership can also be
defined as utilizing the strategies to manage the employees. It is also the potential to
influence the organization’s members as well as to execute the organization’s change.
The strategic leaders work in a very ambiguous environment and on very difficult

6STRATEGIC LEADERSHIP AND PRACTISE
issues that influences or are influenced by the occasions and the organization’s
externals. The main objective of the strategic leadership is that the strategic
productivity. The aim of the strategic leader is to develop the environment where in
which the employees forecasts the organizational needs in relation to their own jobs.
The strategic leaders encourages the employees in the organization to have a believe
in their own ideas and to follow those so as to achieve the organization’s goals
strategic leaders makes great use of the rewards as well as the incentives systems
which will encourage the productivity as well as the quality of the employees. This on
the other hand shows better performance of the organization (Neumann & Neumann,
2019)
References
Bastian, V. A., Burns, N. R., & Nettelbeck, T. (2015). Emotional intelligence predicts life
skills, but not as well as personality and cognitive abilities. Personality and individual
differences, 39(6), 1135-1145.
Belbin, R. M. (2014). Team roles at work. Routledge.
Bressan, E. S. (2013). Effects of visual skills training, vision coaching and sports vision
dynamics on the performance of a sport skill. African Journal for Physical Activity
and Health Sciences, 9(1), 20-31.
Brownell, P. (2019). Leadership style, budgetary participation and managerial behavior.
Accounting, Organizations and Society, 8(4), 307-321.
Falcone, J. L., Claxton, R. N., & Marshall, G. T. (2014). Communication skills training in
surgical residency: a needs assessment and metacognition analysis of a difficult
conversation objective structured clinical examination. Journal of surgical education,
71(3), 309-315.

7STRATEGIC LEADERSHIP AND PRACTISE
Hayes, J. (2018). The theory and practice of change management. Palgrave.
Hillman, L. W., Schwandt, D. R., & Bartz, D. E. (2018). Enhancing staff members′
performance through feedback and coaching. Journal of Management Development,
9(3), 20-27.
Jonassen, D. H. (2016). Computers in the classroom: Mindtools for critical thinking.
Kent, M., Davis, M. C., & Reich, J. W. (2013). The resilience handbook: Approaches to
stress and trauma. Routledge.
Kramer, M. W., & Crespy, D. A. (2015). Communicating collaborative leadership. The
Leadership Quarterly, 22(5), 1024-1037.
Learning, T. A. (2015). Integrating soft skills through active learning in the management
classroom. Journal of College Teaching & Learning, 2(4).
Neumann, Y., & Neumann, E. F. (2019). The president and the college bottom line: The role
of strategic leadership styles. International Journal of Educational Management,
13(2), 73-81.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Stoltzfus, T. (2018). Coaching questions: A coach's guide to powerful asking skills. Virginia
Beach, VA: Tony Stoltzfus.
Sturman, M. C., & Ford, R. (2015). Motivating your staff to provide outstanding service.
Westley, F., & Mintzberg, H. (2016). Visionary leadership and strategic management.
Strategic management journal, 10(S1), 17-32.

8STRATEGIC LEADERSHIP AND PRACTISE
Whetten, D. A. (2016). Developing management skills. Pearson Education India.