Strategic Management Report: Leadership in a Dynamic Environment

This report addresses key aspects of strategic management, focusing on entrepreneurial leadership and its importance in a dynamic business environment. It examines the traits and behaviors of effective entrepreneurial leaders, including vision, communication, innovation, and risk optimization. The report also explores leadership theories, such as trait and behavior theories, and their practical application. Furthermore, it delves into the relationship between employers and employees, highlighting the significance of a healthy work culture and employee engagement for organizational success. The report discusses various leadership styles and their impact on employee motivation, retention, and overall organizational performance, emphasizing the need for leaders to adapt to environmental changes and foster strong relationships to achieve shared goals. It also provides references to support the findings and insights presented.

Running Head: Strategic Management
Strategic Management
Question-Answer
System04104
8/23/2019

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Topic-2
Entrepreneurship skills are really matter for the modern dynamic business
environment. As an entrepreneurship leader, a person must be able to understand the future
challenges and risks in the organisation. An entrepreneurial leader is responsible for
organising and motivating a group of people for achieving the common goals and objectives
(Prooijen & de Vries, 2016). The traits of entrepreneurial leadership is not limited to
motivating people or achieving target rather entrepreneurial leader is also responsible for
innovation, taking advantage of opportunities, risk optimisation and identifying the
environmental change and make decisions accordingly.
There are many theories given by scholars and researchers for leadership style such as
trait theories, contingency theories, influence theories, and behaviour theories. The trait
theory is based on various leadership skills, which is based on the characteristic of the leader.
According to this theory, an entrepreneurial leader must have a clear vision for his group
members or for his team. A leader must be able to clearly communicate his/her ideas or
opinions to other people. Proper communication skills are really essential for a leader to
achieve common goals and objectives. An entrepreneurial leader must create an atmosphere
and encourages people towards the organisational success. To adopt the changes in external
environment and to face the future challenges a leader must be capable in facing any
challenges and have capability to set standards for other people. To face such type of
challenges a leader must be honest and desperate to learn new things that how leader can
avoid the future challenges and adopt the opportunities to ensure organisational growth and
success (Rasool, Arfeen, Mothi, & Aslam, 2015).
For example, to face the environmental change and future challenges, a leader must
have innovative thinking. This trait helps the leader to solve the issue in innovative ways. It is
really important for a leader to analyse the present situation and predict the future changes on
the basis of current situations. It means a leader should have visionary power, which enables
the leader to prepare in advance for any kind of environmental changes and adverse
conditions. Apart from this, a leader should have tremendous self-belief that creates self-
confidence in leader to make any experiment or taking challenging decisions in favour of the
organisation and its people. To face the future challenges and environmental change, leaders
must be aware about their weaknesses and strengths that further help the leader to make

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correct decision and implement necessary changes in the organisation. Environmental
changes are normally unpredictable and have great influence on the organisational practices.
Therefore, to face these changes a leader must involve all the employees or key people of the
organisation in the decision-making process (Fiaz, Su, & Saqib, 2017).
A leader has to deal with multiple of challenges and a large group of people.
Therefore, a leader required a set of entrepreneurial skills to guide and motivate people
towards the organisation. These skills are not developed automatically rather a leader needs
to learn and understand various strategy and tactics to deal with certain situation in the
organisation. Therefore, it can be said that these traits and knowledge are required to develop
over time because updated knowledge and learning is the key of getting success for any
leader in any organisation.
Topic-5
Relationship between employers and employees is the fundamental of organisational
success. A good relationship between organisational employees and employers set the tone of
growth and success and ensure a health work culture in the organisation. Relationship not
only helpful for understanding the need and requirements of people who are working in the
organisation rather it also helps a leader to easily motivate and engage people in the work.
Job engagement of people further reduces the high employee’s turnover that helps the
organisation to increase the productivity and quality in the organisation. There are many
benefits of good relationship between organisational employees and manager. It ensures the
success of organisation and allows people to present their ideas and opinions to their
managers without any fear. It facilitates the employees to communicate with the manager
about any personal or organisational issue (Khan & Nawaz, 2016).
There are many leadership theories that show the relationship between employees and
employers such as autocratic versus democratic leadership, employee centred versus job-
cantered leadership, etc. These leadership theories define the relationship of leader with the
employees. According to the democratic style of leadership, a leader must have good
relationship with the organisational people and the leader must involve the employees in the
decision-making. However, the decision is taken by the leader but opinions of employees are
always considerable by the leader for the success of the organisation. Therefore, for the

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success of the organisation, it is necessary for a leader to establish a good relationship with
employees (Storey, 2016).
For example, easy communication or easiness in the information flow not only
reduces the time of taking decision rather it also assists the leader to make effective decisions
about any circumstances or situation. A healthy relationship between leader and followers
allow the employees to openly talk with their leaders about their issues and provide assistance
to the leader to think and consider the issue with open minded. However, if manager resolve
the issue of employees on both personal and personal level, it helps the organisation to gain
the trust of employees. It also helps to enhance the loyalty of organisational people. The
support and good relationship of top leaders or managers to the employees motivate the
people and encourage them to give their best to get the organisational goals and objectives
(Cote, 2017).
Establishing good relationship is not work as a backbone of an organisation rather it
provides power to the organisation to compete with changing environment and competitors
with skilful and experienced employees. This will also enhance the commitment and loyalty
of employees that further helps the organisation to achieve organisational goals. However, it
can be said that establishing good relationship between leader and employees always
beneficial for both the parties because a good relationship cares about the interest of each
other and avoid the situation of conflict within the organisation.

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References
Cote, R. (2017). A comparison of leadership theories in an organizational
environment. International Journal of Business Administration, 8(5), 28-35.
Fiaz, M., Su, Q., & Saqib, A. (2017). Leadership styles and employees' motivation:
Perspective from an emerging economy. The Journal of Developing Areas, 51(4),
143-156.
Khan, N. A., & Nawaz, A. (2016). The Leadership Styles And The Employees Performance:
A Review,". Gomal University Journal of Research [GUJR], 32(2).
Prooijen, J. W., & de Vries, R. E. (2016). Organizational conspiracy beliefs: Implications for
leadership styles and employee outcomes. Journal of business and psychology, 31(4),
479-491.
Rasool, H. F., Arfeen, I. U., Mothi, W., & Aslam, U. (2015). Leadership styles and its impact
on employee's performance in health sector of Pakistan. City University Research
Journal, 5(1), 97-109.
Storey, J. (2016). Changing theories of leadership and leadership development. In Leadership
in Organizations, 15(8), 17-41.