Personal Development as a Strategic Leader - Desklib

This report discusses personal development as a strategic leader and identifies personal skills required to achieve strategic leadership ambitions. It analyzes the needs, goals, and aspirations of organizations and people involved in inter-organizational strategies. It also discusses opportunities to achieve strategic leadership development.

UNIT 8001V1
Project Brief: PERSONAL DEVELOPMENT AS A
STRATEGIC LEADER
Issue dates and deadlines for submission.
You are invited to start submitting your work for assessment once you have received your learner
registration number from CMI.
You have 2 years from registration to submit all your work, but we will work with you flexibly to ensure you
progress at a pace that best suits your learning needs.
Learner Signature: ________________________________________
By signing this cover page, I confirm that this project is my own work.
Please note:
The cover sheet must be signed by the candidate in order
to be assessed.
Student Name Bright Chanda
CMI registration number

» INTRODUCTION
Zambia Sugar a member of the Illovo group of Companies is a Sugar company situated in Zambia and deals
in the production of Sugar and molasses. They are the top ranked player within this particular industry and
contribute their maximum part towards the production of Sugar all across the world with the help of their
effective innovative solutions. With the help of their innovative ideas, the company is able to provide quality
and affordable sugar products to their clients. The company is greatly focused towards adding values to
their consumers with the help of right products and delivery channels in order to promote customer's
sustainability (Yeganejou and et.al., 2021). They are the ones who work effectively in majorly all sectors of
the Zambian sugar producing industry.
The value shared by the company is related to become undisrupted leader into Sugar production.
They share their core values in the form of care, respect and excellence which accompanied by the
company success from past various years. The company share the culture which is based upon the result
oriented and thrive at all the levels of the Zambia Sugar. They offer values that are highly crucial for long
term leadership and make them committed towards understanding and serving the requirements of their
consumers at every level. Moreover, they also focused towards taking care of their employees as well as the
community as a whole. The company completely follows all the legal, regulatory and ethical commitments
which fulfils all the requirements related to employee health and safety, protection of the environment, fulfil
social responsibilities, corporate governance and provide excellence in their work.
» SCENARIO
Learners may use their own employment context, or that of another organisation with which they are
very familiar, to base their project. However, in the case that they are not able to do so, please use
the below scenario:-
You are a senior manager in a business unit of a medium sized enterprise, with functional management
and organisational leadership responsibilities.
Please select and research an organisation of your choice to identify its culture, values, ethics and
legal and regulatory commitments.
Provide brief details of your research in a summary of between 200 and 250 words, this should not be
counted towards the suggested word count. Use the results of your research to answer the tasks
below.
Organisation name:
Zambia sugar, largest sugar can producers in Africa. As they are leading sugarcane company in
country, their primary focus is on domestic market to generate the good range of sugar products
which include the vitamin A. It is found that company have around 6700 employees that are
permanent as well as temporary people to lay out their work.
Details of your research:
Following report will cover the tasks that highlights the identification of the personal skills for
accomplishing the strategic leadership ambitions.

» Guidance on Word Count for this Unit
The written word, however generated and recorded, is still expected to form the majority of assessable work
produced by Learners at Level 8. The amount and volume of work for each Unit at this level should be
broadly comparable to a word count of 4000- 4500 words.
Learner work should aim to minimise the amount of unnecessary attachments or appendices. Information
that is essential to the Learners work in order to meet the learning outcomes and assessment criteria should
be included within the main body of the report. However, CMI understands that from time to time a Learner
may need to include additional supporting information which enhances the overall work and it is
recommended that it is kept to a minimum and does not over-exceed.
» Guidance on Avoiding Plagiarism
Plagiarism is using, without acknowledgement, someone else’s ideas or work.
If you submit an project that contains work that is not your own, without clearly indicating this to the marker
(fully acknowledging your sources using the rules of the specified academic referencing style), you are
committing ‘plagiarism’ and this is academic misconduct.
Our preferred method of referencing is the Harvard Referencing system and the following tool will be useful
when you are referencing using this method: https://www.mybib.com/tools/harvard-referencing-generator
Please see our Plagiarism Policy for full details on plagiarism and how to avoid it:
https://www.nextlevelimpact.com/plagiarism-policy
If you have any queries or concerns, please ask your course tutor.

» LEARNING OUTCOME 1 : Be able to identify personal skills to achieve strategic
leadership ambitions
» TASK 1
AC 1.1 Analyse the needs, goals and aspirations of organisations and people involved in inter-
organisational strategies
GOOD PRACTICE:
In answering this criterion Learners should take cognisance of the STEEPV factors impacting an
organisation’s business units particularly if this involves multinational and international links. Learners
should look beyond the more obvious technological and political for example and review the softer issues for
example the values and beliefs, in other words, their world view (Weltanschuung).
A full answer could also comment on the alignment of the needs, goals and aspirations of the people
involved and their respective organisational entities. Some comments on autonomy and the effectiveness of
policy and strategy cascade from Group HQ to organisational entities would add to the answer.
YOUR ANSWER:
Each and every stakeholder of the company requires and understand their needs which has been explained
in detail with the help of Maslow hierarchy of needs theory according to which leaders can identify the
pathways in order to motivate their stakeholders. They are any individual such as clients, customers,
workers, suppliers, operational teams and so on. Every individual can be influenced by their own ways of
intrinsic and extrinsic motivators which include diversified kind of things such as bonuses and promotions
(Bryson and George, 2020). With the help of understanding these motivator indicators, leaders are highly
able to identify goals, requirements and aspirations of people who are involved within the inter-
organisational strategies as well as they are going to respond accordingly.
Employees are the ones whose requirements, objectives and aspirations are considered as the
foremost consideration among the organization. They are the most significant asset of any company and
thus, the firm become powerless without their workers in order to bring and produce appropriate products
and services into the market space. In context of workers as well, the company expect from them to
combine their personal goal with the company objective. But before doing that, the workers should be highly
familiar with the company goals and aims. This requires effective leadership through which one can familiar
with their team members with the help of different methods which includes interviews, surveys, getting
feedbacks, etc. to understand their needs. The company also have to show importance to their workers and
make them feel satisfied and valuable for the company.
In context of customers and clients, they both are also approached by the company in similar
manner. They should be highly respected and valued as their members of the community. This is the
primary reason due to which companies are highly focused towards corporate social responsibility concept.
The framework has the power to represent the community that the company is highly focused towards
company values and operations. CSR is a practice which is highly based upon the political, technological,
social, environmental and economic values and beliefs that any company community hold within themselves
(Ionașcu and et.al., 2020). They must be aware about the stakeholder’s beliefs and values in context with
the economic situation, technology, political, social and environmental scenes in overall context.

AC 1.2 Evaluate the strategic skills required of the leader to achieve the identified strategic
leadership ambitions
GOOD PRACTICE:
In making an evaluation, you could view skills in terms of behavioural competences and know-hows needed
to address strategic/critical business activities such as mergers and acquisitions; organisational redesign;
selection of partners and suppliers.
Reference could be made to some of the specific domain knowledge and expertise required for the job role
in order to achieve strategic leadership ambitions. Learner evaluation could further make reference to
writers such as Gareth Morgan (McGill) and future/21st Century management competences that include
dealing with ambiguity; working collaboratively, remote management, holism, environmental scanning and
identifying fracture lines.
A more developed response might further comment on the strengths, weaknesses and relevance of the
Anglo American management model and associated tools and techniques in Asia Pacific, EMEA and BIC
markets.
YOUR ANSWER:
The skills and abilities that are highly required by any leader helps them to identify their ambitions involves
the ability to deliver organizational justice, collaboration among within the company teams, communication,
adaptive leadership skills, emotional skills, social abilities, transformational leadership skills along with
administration capabilities. At primary level, organizational justice allows the leaders to grasp the truth about
the establishment. This is significant at the time when the changes are highly required. The leader who is
not able to recognize and accept the truth will be a leader who fails to implement the right type of changes
within the right time duration (Dabić and et.al., 2020). Another skills are that they must be able to facilitate
collaboration as they can highly able to create a team who works well with each other within an organization
and no company will be effective at achieving their goals if they fail to combine. Third one is the
communication abilities which are vital for an individual leader because ultimately they are the ones who can
transfer and share the necessary information among team members as per the vision of the task.
Communication is a two-way path that is capable to deliver healthy returns if they are taken into both
ways. Adaptive leadership styles are significant in overall context as they promote the development of
company through all ups and downs along with ensure that all the challenges becomes the opportunities for
them. Transformational leadership styles assist them in well manner as they enable the leaders to facilitate
the procedure related to change at the time when it is required. In context of emotional as well as social
intelligence abilities, both assist leaders to relate positively with their employees and provide them
appropriate support that is highly required for them to become productive in nature (Katsaros, Tsirikas and
Kosta, 2020). Basically, the administrative skills are the ones who enable the leader to manage their team
members into most effectual ways.
AC 1.3 Assess the relationship between existing, required and future skills to achieve the identified
strategic leadership ambitions
GOOD PRACTICE:
Here the assessment could build upon the response to assessment criteria 1.1 and 1.2 and take your
assessment to look at not just existing but also the required and future skills that will better enable mangers

to achieve the identified strategic leadership across the E2E Supplier Customer Chain and those issues that
have been previously identified.
YOUR ANSWER:
Relationship between the existing, required and future skills depend on the organisational culture as if the
company have the strong and supportive work place culture then it is sure for them to continuously cultivate
the productivity. As to address the political change and other environmental change it is important for the
leader to must have the relevant skills so that they can be able to represent the better leadership to motivate
the team towards the organisational goals and objectives. For the future skill it is essential to have the
communication skill which enable the leaders to easily assign the tasks to the team members.
Communication skills also enables the leaders to converse with the different stakeholders in order to
cooperate with the efficient decision making process (Cobbinah, 2020). As for the strategic leader it is
essential to have the vision, perseverance and better decision making skills that makes them to stick and be
consistent in the tough situation. There are many chances when the leader has to make the strict decisions,
therefore their decision making and problem solving skill will make them to take out the best of the situation.
E2E supplier customer chain where all supply process can take out which involves the procurement
of the raw resources to the manufacturing process and ends in delivering the products in the market.
Therefore leaders play an significant role in order to integrating the management and logistics system. Thus
skills off the leaders helps them in analysing the market factors and to utilise the information system that
guides in carrying out the best decision. It will be helpful if the organisation provide the continuous training
and other development sessions which helps the leaders to sharpen their skills and to make maximum
contribution to introduce the innovation at work place and to support the growth of the organisation. As
market trends are changing which is emphasising the technological factor in such it is important for the
leaders to have the good technical skills as well in order to manage the system (Chanpoom and Intrawong,
2019). Thus continue focus on goals and vision will make the leader to be more responsible and it also
makes them efficient to cultivate supportive environment where the maximum employee engagement are
found to support company’s goals.
» LEARNING OUTCOME 2: Be able to manage personal leadership development to
support achievement of strategic leadership ambitions
» TASK 2
AC 2.1 Discuss the opportunities to achieve strategic leadership development
GOOD PRACTICE:
In discussing the opportunities to achieve strategic leadership development, the Learner could refer to the
overall corporate governance structure; policy and strategy cascade and the communications channels in
place. In other words, the context and environment in which opportunities to achieve strategic leadership
development can occur. Some comments on the constraints (theory of Constraints) and barriers in place
would add to the answer.
YOUR ANSWER:
Strategic leadership refer as the leader’s ability to plan and lead the team and to make best out of
the best utilisation of the resource to implement the strategy. Corporate governance mainly empowers the
businesses they are the driving energy for the efficient robust governance to reduce the conflicts among
managers and owners (Guzmán and et.al 2020). They demand the better leadership to develop and
implement the best strategies at work place. The context and environment which cooperate with the
strategic leadership development must involve the self-reflection in practice. Also in organisation where the
culture enables the workers and employers to give feedback over the performance. It helps the leader in

making the effectual decision for their own as well as for organisational benefit. Environmental factor for the
organisation can be dynamic as at some point company needs to adapt certain and specific change for their
betterment. Thus it is the ability of the leader to adapt the change and also makes the all team comfortable
towards change, so it will help in maintaining the synchronisation at work place for better goal
achievements.
As the barriers can be lack of knowledge and skills which cause the hindrance in developing the
strategic leadership skills, it is important for the leaders to have better skills in order to lead the organisation
in order. If the organisational culture, structure is not supportive then highly skilled leader can also fail. Thus
it is important for the company to have the better and safer work place culture which cultivates better
leadership (Gausmann and Lima Ricci, 2020). Based on the theory of constraints major barrier can be if the
leaders are not determinant towards their work, then it will cause barriers for them to set the goals for team,
therefore blurred vision is another factor which underestimates the organisational performance. Therefore,
strategic leaders must have to possess communication, decision making and other skills which helps them
in analysing the opportunities for further development and it will also guide them to carry out better
leadership for the organisation.
AC 2.2 Construct a personal development plan to achieve strategic leadership development
GOOD PRACTICE:
Here the Learner are required to construct a Personal Development Plan (PDP) to achieve strategic
leadership development. At this level Learners should be looking beyond the here and now and current
competencies and skills. This could include behaviours, underpinning knowledge needed to fulfil a job role
within their area of responsibility in context of their organisation and developing skills these might include
those less obvious skills for example language skills or emotional intelligence.
Learners might also set out the current and future requirement for requisite behaviours and know how’s
along with the associated dates by when these would be achieved and that this period of time indicate, short
medium and longer term objectives. Some might find it useful to undertake psychometric testing of some
sort to support their personal development and provide some base line assessment.
YOUR ANSWER:
Personal development plan helps in reflecting own practice so that further improvements can be made
accordingly. For the strategic leadership it is most important to have the enough knowledge and skills to
carry out the designated tasks.
Competency skills: To become a transformational leader
Thus for the transformation leader it is important to openness for new creativity and thinking in order
to introduce innovation and they always ready for accepting the responsibilities. They also motivate their
team members to make participation in different activities and to promote the knowledge sharing.
Skills required to develop or
enhance
Resources Time frame
To develop and enhance the
effective communication skills in
order to lay out any given task
Converse with colleagues,
participates in group discussion,
debates and to ask for the
colleague feedbacks helps in
developing communication skills.
2 month
To further enhance the decision
making skills. Writing down all alternatives that
helps in making decision, to listen
others and to play some mind
games will help in developing this
skills.
3 month
To foster the problem solving
skills to solve complex problems. For developing this skills it is
important to exercise so keep the
mind relax and creative, it guides
in idea generation, to solve the
puzzles and other game which
helps in developing the ways for
3 month

solving the complex problems.
To achieve and develop the
negotiation skills (Torres and
Costa, 2021).
To listen others carefully, explore
other alternatives and
possibilities, review and set the
goals, better communication skills
will help in developing this skills.
It is important for every point of
career in order to negotiate with
the vendors or suppliers.
4 month
Therefore emotional intelligence and language skills are also important for the leaders. As emotional
skills which is self-awareness, self-regulations, empathy makes the leaders to make effective decision.
Also language skills helps in conversing with the people in global market thus all can be developed by
practicing.
AC 2.3 Devise an implementation process for the development plan
GOOD PRACTICE:
In devising an implementation process for the development plan answers would refer to an appropriate
implementation strategy; CSFs, Constraints and Assumptions and include resource implications and
possible plans to gain those resources that might be financial but could also include others and time
provision.
YOUR ANSWER:
The personal development plan that has made above for the Zambia Sugar will specify and will also
research the goals and make a way so that the researched goals as wells the objectives can be turned into
the reality. This will also make the skills used in the development of firm effective, in order to expose the
opportunities that will take place in the near future (EvaSendjaya, Prajogo, Cavanagh, Robin, 2018).
The firm will develop the SMART plan to establish a leadership development of the Zambia Sugar, that was
specific, the foremost main thing that has done in the development plan is:
 Setting up of a goal – once the firm has set the goal that has to be achieved then the firm will discuss
about it’s advantages for the individual as well as for the firm and will also discuss that how it will
benefit the firm as well as individual
 The firm will then identify the obstacles or the hurdles that are coming between the accomplishment
of the goal, that will assist in finding the steps that will overcome the main obstacles
 The firm have to make smaller goals for the day to day activities to achieve the long term goal which
will be easier to be achieved if done on the daily basis
 The organization will create the easy way’s by which the goals of the firm can be accomplished
 Focusing on the PDP will also help the firm in achieving the long term objectives of the firm
 The last thing is that the firm must have some achievable or realistic goals to be achieved
Process of implementation
 Elaborating what the firm wants to achieve with the help of PDP
 The firm must make the usage of the guidelines that were built in the firm by professional bodies to
get to know desired outcomes of the goals
 Identification of any of the gap in the planning, professional skills
 Knowing that how all of these gaps can be fulfilled and whom will fulfil it
 At the last the firm will decide that how all of the members of the team will engage in this process.

» LEARNING OUTCOME 3: Be able to evaluate the effectiveness of the strategic
leadership development plan
» TASK 3
AC 3.1 Assess the achievement of outcomes of the plan against strategic needs
GOOD PRACTICE:
When making the assessment, Learners could start by making reference to strategic planning process
adopted by the organisation. For example, a deliberate or emergent strategy of the resource base views of
the firm (RBV).
This section can only be completed when some of the activities in the plan have taken place and will
possibly be in line with the review dates set out in the original plan. For this criterion you will note that the
objectives in the initial plan need to be measurable if they are to be measured and built upon as part of the
review process.
The plan also needs to consider the changes in the organisation or sector and may need to be reviewed in
the light of these. For example Learners might need to revise the plan in the light of the maturity of the
organisation. For example, a start-up; a mature or declining organisation as each type will require different
leadership styles and domain knowledge. Learners might also need to adjust to any changes made in
organisational style and culture and note that there may be cultural differences in business units and
different locations.
YOUR ANSWER: When it comes to achieving strategic results from strategic needs, there must have to be something
more to it than just making a strategic decision. Strategic planning is said to be the process in which the leader of the
organisation elaborates the vision of the firm for the future and tells the goals and objective of the firm. The strategic
planning will be done enhance the strengths and to defeat the weakness the firm is facing the first major problem the
firm is facing is of better negotiation skills, for the increase in the source of funding the firm needs to contact to
investor for the percentage of company share in return of some money for this the better negotiation skills are required
so that the firm can acquire more money and give less percentage of share of firm which will be very beneficial for the
firm and by this the firm can acquire more money than they can in sharing more share of firm’s. for this the leader’s of
the firm have used the resources and have also started to listen to investor point as well then they give their point which
must have to be heavier than the point of the investor’s. the second weakness is of decision making skills the decision
making skill is very important for the firm as well (Golensky Hager, 2020). The decision can be in any regard which
must have to be taken on time as well as it also has to be effective so that the firm never get effected of it. To
strengthen the decision making skills, the leader of the firm have started to writing down every point of issue on paper
and started analysing so that the best decision can be taken from it. the leaders of the firm should must seek to improve
the skills of problem solving which will help in smooth and effective functioning of the firm, the leaders of the firm
should make themselves effective in the problem solving skills so that any of the employee working in the firm or self-
firm, doesn’t get affected of the problem that is occurring in the sugar firm of Zambia.

AC 3.2 Evaluate the impact of the achievement of objectives on strategic leadership ambitions
GOOD PRACTICE:
Again Learners will need to evaluate the impact of the achievement of objectives on strategic leadership
ambitions. A full answer could set this out in the form of a gap analysis indicating the gap between current
and future objectives and progress achieved towards meeting strategic leadership ambitions. The answer
could also indicate any constraints, assumptions, critical decisions and critical success factors (CSFs) and
measures (KPIs) associated with the achievement of objectives on strategic leadership ambitions.
YOUR ANSWER: The qualities required of a strategic leader can be used to identify the firm's strategic objectives. A
strategic leader should cultivate certain leadership abilities, according to ZAMBIA SUGAR strategic goals. If the
ZAMBIA SUGAR organisation undergoes any unforeseen changes, a strategic leader must build new competencies to
meet the new problems. Changes might be huge or little, gradual or abrupt. As a result, none of the strategic leader
could lead the organisation to success unless they have the necessary competences. Strategic leadership qualities are
essential for managing the organisation on behalf of stakeholders and investors; these competencies give strategic
organizational direction and serve as the foundation for the mission statement. As a result, the ability to assess and
analyse a growing strategic leader's strategic competency is critical (El Toufaili, 2018). Leadership abilities may be
honed and strengthened in order to achieve critical strategic goals. However, these goals cannot be met if strategic
leaders are exclusively created within a particular functional area.Gap analysis is an essential tool that focuses on two core
questions; “where are we? Furthermore, 'where do we want to be? “Gap analysis is useful when comparing the developing leader’s actual
performance and its potential performance. Any weakness or opportunity can be defined as a gap. Gap analysis can help strategic leaders to
priorities and understand the organization’s needs by identifying any shortcomings or inadequacies in the PDP Focusing on the
implementation plan in line with ZAMBIA SUGAR strategic objectives, and monitoring them through gap analysis, ZAMBIA SUGAR can
successfully navigate the organization into the right strategic direction. In Table four, an in-depth gap analysis has been designed to support and
strengthen the evolving strategic leader.
AC 3.3 Review and update the leadership development plan
GOOD PRACTICE:
In reviewing and updating the leadership development plan, Learners could review the relevance of the
current leadership development plan in context of the emerging STEEPV factors impacting at a national or
international level or based on a change in personal goals or opportunities.
YOUR ANSWER: Reviewing up the plan of leadership allows the Zambia Sugar senior team of the
management to enhance the growth of the strategic leadership strategy inside the firm’s environment. To
track leadership growth, regular assessment stages must be performed. The best practise is to analyse the
development plan with the use of the gap analysis in order to get to know the weak and the vulnerable areas
that need to be addressed. This improvement of the leadership plan's inefficient sections allows it to expand
and flourish to its full strategic potential Regular assessments by the help of academic supervisor and an
external mentor will highlight areas for development, and PDP progress may be tracked using this approach
(Saputra, Kusnadi, 2021).
The strategic leaders of Zambia Sugar can use the development plan to research and analyse areas of
commercial and financial value that will enable future advancement to a more marketable product. The
external mentor's findings and the gap analysis are used to assess the development plan's progress; this
expansion will reinforce and align the organization's strategic direction in its present or future function.
Measuring progress toward specified objectives will help the ZAMBIA SUGAR leadership team to assess the
development plan's strengths and shortcomings, as well as identify areas where improvements may be made.
It becomes evident how the leader may proceed to the next strategic aim by focusing on essential job-related
components of the development plan, and by assessing what the future educational skills are needed, the
development plan can change with the direction of the external mentor. The Zambia Sugar team of the
leadership development may use this external mentorship and coaching to see what future training and
development needs are needed for the strategic leader's future growth.

Setting fresh, attainable strategic aims and objectives, as well as researching additional training and
development resources, will guarantee that the strategic leader gets the most out of the leadership plan. The
Zambia Sugar board of directors' yearly assessment will provide clear signs of how well the growth strategy
is performing. If the findings of the academic supervisor, external mentor, and gap analysis demonstrate that
the development plan is off track, resources that must have to be provided to make the necessary adjustments
and updates. Each of the department director must have to conduct a strategic planning meeting at the six-
month mark to devise a strategy for the PDP areas that are going behind the planned timescales. After an
assessment of the development plan reveals no substantial changes in the PDP or STEEPV environment, the
organization's strategic objectives are reached and attained.
» LEARNING OUTCOME4: Be able to assess the impact of strategic leadership
development on the success of inter-organisational strategy
» TASK 4
AC 4.1 Evaluate the extent to which the strategic needs of organisations involved in inter-
organisational strategy are met from current resources
GOOD PRACTICE:
In evaluating the extent to which the strategic needs of organisations involved in inter-organisational
strategy are met from current resources, a full answer could draw upon some of the ideas of Stafford Beer
(Viable Systems Model) and Ross Ashby (Law of Requisite Variety). In particular, the design of variety
amplification and attenuation mechanisms in the context of the environment and markets in which an
organisation operates.
Examples of impact could be the Learner’s role or the impact of other’s that have been developed as
managers in the organisation’s developments in customer services, brand management and liquidity.
YOUR ANSWER: In today's corporate world, a growing and learning organisation is quickly becoming a
reality. CPD for strategic leaders in any organisation involves growth via learning events and experiences. By
constantly learning and improving, leaders play a critical role in the development of the strategic culture. The
strategic goals of the business are met by defining, training for, and creating the plan. This creates an
atmosphere receptive to learning by experience, which is bolstered by external mentorship. The Directors of
the Strategic Development at Zambia Sugar must guarantee that practical leadership learning is backed by its
implementation to enhance several strategic operational theatres (Bonau, 2019). If this is accomplished, the
learning goal has been met, and the strategic leader has been successful in delivering value to the company.
Zambia Sugar invests extensively in its strategy leaders in order to provide customised and professional
security and risk mitigation services. The senior management team of Zambia Sugar, on the other hand, is
responsible for ensuring that the company's training program is not only capable of meeting all
responsibilities, but also focused on the training program. Strategic executives will be aware of Zambia Sugar
future worldwide ambitions in a competitive environment as a result of this focus. As a result, an inter-
organizational strategy strives to improve the competency of Zambia Sugar executives in comparison to
leaders in other firms. When Zambia Sugar succeeds and outpaces competitors in the same industry, this
technique may be extremely beneficial, allowing it to compete effectively and financially in the global
marketplace (Al Haddad, Shobaki, 2021).

The world around us is continuously changing, and traditional organisational leadership development models
are increasingly becoming obsolete. The conventional 'rake model,' in which strategic direction emanates
from the top and cascades down, has been used by Zambia Sugar absent to build its hierarchical architecture.
The Viable System Model (VSM) is a management tool that determines an organization's viability, and it's
becoming increasingly popular in a changing environment. The VSM reveals if Zambia Sugar has a
possibility of surviving in a fast-paced setting with a constantly changing marketplace. This approach applies
to Zambia Sugar, a healthy, viable company with implications for both individuals and teams. The VSM
allows you to concentrate on the internal and exterior balance of Zambia Sugar and bring even the tiniest
detail to light. Different subsystems may be thoroughly investigated, and modifications can be made as
needed. As a consequence, Zambia Sugar may continue to be successful, allowing present and future
investors to profit from a thriving company. The VSM methodology merits more investigation and
development in order to incorporate its benefits into Zambia Sugar's strategic plan.
AC 4.2 Formulate proposals to develop the strategic leadership resource
GOOD PRACTICE:
When formulating proposals to develop the strategic leadership resource Learners could base the proposals
on a variety of approaches to management. This might also include:
● A detailed functional proposal based on a detailed knowledge of the resource requirements
● An outcome based requirement based on the specification of the performance targets
A scenario based requirement where development of the strategic leadership resource is aligned to one or
more business scenarios, for example, takeover, mergers, developing strategic partnerships and suppliers
noting inter-organisational strategy
YOUR ANSWER: Significant initiatives and expansions will need the creation of critical leadership
resources, such as leadership development programmes. When Zambia Sugar invests in educating its
strategic leaders, and that training is passed down to workers, they are better prepared for future strategic
responsibilities. Employees might be introduced to the possibility of becoming future strategic leaders
through this leadership development. This offers the mover a sense of the tasks that would be expected of
them whenever they are promoted to senior roles and given authority over ZAMBIA SUGAR strategic
activities. As a strategic framework, a strategic leader requires creativity as a foundation for organisational
leadership (Longenecker, Insch, 2018).
This strategic framework serves as the foundation for future initiatives aimed at achieving Zambia
Sugar goals. Strategic leadership is regarded the conduit that connects the strategic leadership process with
the Zambia Sugar vision and mission statement, and it plays a critical role in the development of this
resource framework. Strategic thinking is engaged by offering an organization's vision; then strategic
thinking produces a strategic culture in which everyone knows the organization's goal and how its values
connect with Zambia Sugar principles, and standards give strategic leadership guidance. To introduce the
components of organisational values and norms, strategic leadership is required. The strategic culture of the
organisation is formed by this task. The strategic leader's vision serves as a foundation for strategy
development (Samimi, Cortes, Anderson, and Herrmann, 2020).

AC 4.3 Evaluate the effectiveness of strategic leadership development in achieving advancement of
professional leadership practice across organisations
GOOD PRACTICE:
Here Learners are asked to evaluate the effectiveness of strategic leadership development in achieving
advancement of professional leadership practice across organisations. Learners might choose one specific
organisation to give this section some structure then draw upon reading of other examples both national and
international. Responses could build upon the ideas from assessment criterion 3.2 and explain in more
detail the constraints, assumptions, critical decisions and critical success factors (CSFs) and measures
(KPIs) associated with achieving advancement of professional leadership practice across organisations.
Learners might further note the organisational context and cultural norms that might have an effect on the
advancement of professional leadership.
YOUR ANSWER: The returns and investments received by Zambia Sugar can be used to determine the
efficacy of strategic leadership. Strategic leaders are instructed on what ZAMBIA SUGAR demands when
they are taught on best practise methods, clarifying their vision and helping them to connect themselves with
improving the organisation and maximising financial returns, importantly, good leadership techniques are
necessary for employees to be as productive as possible. The technology world is continuously expanding,
and global marketplaces are following suit, necessitating strategic leaders' understanding of the present
situation of the market. This commercial understanding steers ZAMBIA SUGAR in the appropriate strategic
path, allowing the company to compete and survive in a rising industry. Organizations frequently fail because
their strategic leaders adopt out-of-date leadership paradigms and approaches. In terms of strategic
leadership, advertising, sales, and human resources, this implies they lose touch with market reality. Poorly
trained strategic leaders will result in underperforming staff, which will be costly to the growth of ZAMBIA
SUGAR. The technologically sophisticated world stage on which strategic leaders operate is not only chaotic,
but also ambiguous; as a result, leader behaviour must be suitable for the level at which they operate
(Rubens, Schoenfeld, Schaffer, Leah. 2018).
The cradle of ZAMBIA SUGAR's future strategic development is early strategic experience. Although the
youth of today has extensive technical knowledge and skill, it is nevertheless lacking in strategic depth.
Strategic executives must have the fortitude to overcome organisational difficulties in order to lead the
company in uncharted territory in the face of market uncertainty. Leaders must also be able to motivate and
invigorate their senior leadership teams via strategic communication. Strategic leadership qualities need self-
control, reflection, and the guidance of a professional external mentor, as well as the discipline and
determination of leaders. Leaders are supposed to be patient and give assistance to individuals with a
narrower perspective, guiding them through the turbulence of market volatility and organisational change that
defines their PD experiences (Alayoubi. Al Shobaki, Abu-Naser, 2020).
This project has presented examples of strategic leadership and growth in action that are both obvious and
compelling. The ZAMBIA SUGAR strategic leadership and development training programme, as a case
study, provides various insights into visionary leadership as a method of gaining buy-in to the organization's
overall strategic direction. By choosing the next generation of strategic leaders to create, test, analyse,
validate, and implement strategic ideas, the most engaged strategic leaders in the programme match the
complete description of incubators. The instance of ZAMBIA SUGAR has presented real-life examples of
leaders who have displayed strategic leadership development.

» Bibliography
Al Haddad, N.R. and Shobaki, M.J., 2021. University Strategic Leadership between Reality and
Expectations: Israa University as a Model.
Alayoubi, M.M., Al Shobaki, M.J. and Abu-Naser, S.S., 2020. Strategic leadership practices and their
relationship to improving the quality of educational service in Palestinian Universities. International
Journal of Business Marketing and Management (IJBMM), 5(3), pp.11-26.
Bonau, S., 2019. Strategic Leadership, Commitment and Employee Motivation: what influences attitudes
towards the workplace. Köz-gazdaság-Review of Economic Theory and Policy, 14(4).
Bryson, J. and George, B., 2020. Strategic management in public administration. In Oxford Research
Encyclopedia of Politics.
Chanpoom, N. and Intrawong, W., 2019, March. The Influence of Strategic Leadership and Organizational
climate on Organizational Commitment of Savings Cooperative Employees, Thailand.
In INTERNATIONAL ACADEMIC MULTIDISCIPLINARY RESEARCH CONFERENCE IN
VIENNA 2019.
Cobbinah, J.E., 2020. Barriers to Strategic Leadership in Education. In Strategic Leadership in PK-12
Settings (pp. 82-93). IGI Global.
Dabić, M. and et.al., 2020. Pathways of SME internationalization: a bibliometric and systematic
review. Small Business Economics, 55(3), pp.705-725.
El Toufaili, B., 2018. The influence of subjective factors on the development of the transformational style of
leadership. Revista de Management Comparat International, 19(2), pp.124-135.
Eva, N., Sendjaya, S., Prajogo, D., Cavanagh, A. and Robin, M., 2018. Creating strategic fit: Aligning
servant leadership with organizational structure and strategy. Personnel Review.
Gausmann, K. and Lima Ricci, G., 2020. Strategic Leadership: A Paradoxical Mind-set of Value Creation.
In New Leadership in Strategy and Communication (pp. 47-61). Springer, Cham.
Golensky, M. and Hager, M., 2020. Strategic leadership and management in non-profit organizations: Theory
and practice. Oxford University Press.
Guzmán, V.E. and et.al 2020. Characteristics and Skills of Leadership in the Context of Industry
4.0. Procedia Manufacturing. 43. pp.543-550.
Ionașcu, E. and et.al., 2020. The Involvement of Real Estate Companies in Sustainable Development—An
Analysis from the SDGs Reporting Perspective. Sustainability, 12(3), p.798.
Katsaros, K.K., Tsirikas, A.N. and Kosta, G.C., 2020. The impact of leadership on firm financial
performance: the mediating role of employees' readiness to change. Leadership & Organization
Development Journal.
Longenecker, C. and Insch, G.S., 2018. Senior leaders’ strategic role in leadership development. Strategic
HR Review.
Rubens, A., Schoenfeld, G.A., Schaffer, B.S. and Leah, J.S., 2018. Self-awareness and leadership:
Developing an individual strategic professional development plan in an MBA leadership course. The
International Journal of Management Education, 16(1), pp.1-13.
Samimi, M., Cortes, A.F., Anderson, M.H. and Herrmann, P., 2020. What is strategic leadership? Developing
a framework for future research. The Leadership Quarterly, p.101353.
Saputra, T.D. and Kusnadi, K., 2021. THE EFFECT OF STRATEGIC HUMAN RESOURCES
COMPETENCY AND LOGISTIC MANAGEMENT ON ORGANIZATIONAL PERFORMANCE
MEDIATED BY STRATEGIC LEADERSHIP. Journal of Economics, Management,
Entrepreneurship, and Business (JEMEB), 1(2), pp.112-127.
Torres, I. and Costa, A.R., 2021. Strategic Leadership for New Competitive Environments. In Competitive
Drivers for Improving Future Business Performance (pp. 19-33). IGI Global.
Yeganejou, M. and et.al., 2021. Integration of simulation and dispatch modelling to predict fleet productivity:
an open-pit mining case. Mining Technology, pp.1-13.