Strategic Leadership: Walking the Talk in Organizational Strategy

This essay examines the article "When Leaders Really Walk the Talk" and its insights into how leaders can actively participate in strategic implementation to drive organizational success. It emphasizes the importance of aligning leaders' actions, words, and behaviors with the organization's core values and goals. The essay highlights how leaders can foster a culture of accountability, ownership, and open communication by setting an example through their own behavior. By taking initiatives to improve processes, establishing clear communication channels, and providing constructive feedback, leaders can inspire their teams to reach their full potential and achieve organizational objectives. The essay also references the case of Sears and how effective leadership can promote successful organizational change.

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When Leaders Really Walk the Talk
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When Leaders Really Walk the Talk
Organizational success depends on formulating clear strategies and active leader
engagement in implementing these strategies. Most organizations often fail due to insufficient
participation by corporate leaders in implementing plans. The article "When Leaders Really
Walk the Talk" provides vital information on how organizational leaders can actively engage in
strategic implementation to propel the organization toward success.
Applying the Article
The information from Galpin's article can assist a consultant in explaining the importance
of walking the talk and being authentic. Leaders must ensure that their words, actions, and
behaviors align with their core values and beliefs. Galpin (1998) argues that when leaders lead
change in the organization through their actions and behavior, subordinate staff follow them,
ensuring a successful shift in organizational culture. For instance, the case of Sears shows how
leadership influence is critical in promoting successful organizational change. The CEO, Arthur
Martinez, led the way by providing feedback to managers who do the same to other employees.
Such trends improve communication in the organization and propel it toward success.
The article can also help leaders understand the benefits of creating a culture of
accountability and ownership within the organization. Leaders should set an example by taking
responsibility for their actions and taking the initiative to improve processes and procedures
(Sull, 2020). Leaders should also encourage their teams to take ownership of their work and be
transparent about their successes and failures. By walking the talk and setting an example of
accountability, ownership, and open communication, senior leaders can create an environment of
trust and respect while inspiring their team to reach their full potential.
Conclusion

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The article "When Leaders Really Walk the Talk" explains how top executives can
actively engage in strategic implementation to catapult the organization forward. Leaders'
actions, words, and behaviors must align with the organization's core values and reflect the desire
for success. Leaders must also actively engage in strategy implementation by taking initiatives to
improve processes, establishing open communication channels, and offering constructive
feedback.
References

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Galpin, T. J. (1998). When leaders really walk the talk: Making strategy work through
people. Human Resource Planning, 21(3), 38-45.
https://doi.org/10.3390/admsci12030092.
Sull, D., Turconi, S., & Sull, C. (2020). When it comes to culture, does your company walk the
talk? MIT Sloan Management Review. https://www.researchgate.net/profile/Stefano-
Turconi/publication/343179780_When_It_Comes_to_Culture_Does_Your_Company_W
alk_the_Talk/links/5f5ddac3299bf1d43cffa4dd/When-It-Comes-to-Culture-Does-Your-
Company-Walk-the-Talk.pdf.