What Are the Different Methods of Strategic Leadership?

Strategic leaders refer to the high-level decision-making groups of enterprises with strategic management thinking, good strategic thinking, strategic ability, mastering the art of strategic implementation, engaging in research and making strategic decisions, and guiding enterprises to develop the future.

Strategic leader

Strategic leaders are characterized by strategic thinking. Strategy is essentially a dynamic decision-making and planning process that pursues long-term goals. The course of action is guided by strategic intent and based on strategic mission. Therefore, the basic characteristics of strategy are long-term, holistic and forward-looking.

For strategic leaders, it is to combine the power of leadership with the overall mobilization of internal and external resources of the organization to achieve the organization's long-term goals, dynamically adjust the organization's value activities, and actively compete for the future while gaining a foothold in market competition. Seize the commanding heights of future business opportunities. Strategic leaders believe that the organization's resources consist of tangible resources, intangible resources, and the ability to purposefully integrate resources. Their focus often goes beyond the activities of traditional organizational boundaries, into the interrelationship zone between organizations, and sees this area as a potential profit base for the organization.

There are four main patterns of behavior for strategic leaders:

1. Innovative and analytical.

2. Innovative intuitive type.

3. Conservative analysis.

4, conservative and intuitive.

In general, corporate strategic leaders can include the company's board of directors, senior managers, middle managers, strategic management departments, leaders of informal organizations, and corporate think tanks. Chief among them is the board of directors and senior managers.

In the enterprise, strategic leaders assume the following roles:

1. Master of the big picture, master of environmental climate

Strategic leaders must be mindful of the big picture, not focusing on local interests, but on the big picture. China joins

The entrepreneur is to implement the optimal combination of various production factors to carry out production or business activities, bear risks, and bear ultimate responsibility for the business results of the enterprise. Strategic leaders originate from entrepreneurs, but entrepreneurs and strategic leaders are not equal. There are certain differences between the two:

1. Different views on enterprise development. Entrepreneurs focus on recent (1-3 years) performance, while strategic leaders focus more on long-term (more than 5 years) development.

2. Different priorities. Entrepreneurs focus on specific management and command operations; while strategic leaders mainly undertake strategic decision-making and focus on planning.

3. Knowledge structure requirements are different. Entrepreneurs require more specific management knowledge, such as micro-professional knowledge such as production management, sales management, financial management, and human resource development. The strategic leaders have more knowledge of abstract thinking such as philosophy and social sciences, such as strategic thinking methods, comparative strategic research, and strategic analysis methods.

4. The qualities of the two are different. Entrepreneurs emphasize the improvement of various current operational capabilities; strategic leaders focus on cultivating and improving various qualities that should be possessed, and emphasize long-term development capabilities.

In short, entrepreneurs should become strategic leaders, which is the objective requirement of modern enterprises and economic and social development; strategic leaders come from entrepreneurs, but are management elites superior to entrepreneurs.

When challenges are not considered, there are indeed effective and successful strategic leaders. For example, Avon's team, CE0 Andre Joe, and CTO Susan Kroff, flexibly avoided the disaster that the company could cause when Argentina experiences a recession, and took other actions. Consolidate Nanfang's position in the domestic and international markets. When 5% of Avon's sales revenue came from Argentina, Joe and Klüber also effectively expanded their sales in other parts of the world. They made Avon a major player in the $ 500 million Mid-East European market and increased sales by 30% in the Chinese market. In 2002, Avon achieved an increase in earnings per share of more than 10% for three consecutive years (this was a very good achievement during the recession).

Another successful strategic leader is James Morgan, who recently retired from Applied Material. Before he retired, Morgan had become the longest-serving CE0 in Silicon Valley, sitting firmly in this position for 25 years. Morgan is considered a forward-thinking thinker, but the actions that led to this description have led some analysts to question his strategy. Morgan adopted a bold strategy during the recession. When the economy suddenly improved, this strategy allowed companies to gain revenue and increase market share. In the 1980s, before most American companies realized business opportunities in the Asian market, they advanced. Despite Morgan's actions being critical, he entered the Chinese market a decade earlier than his competitors, and recently his company signed a $ 200 million contract in China. In fact, Morgan's goal is that by 2005, 5% of the company's revenue will come from China. In the past 20 years, relative to the 500-percent increase in the S & P Index over the same period, the company's stock price has been estimated to be 5600 per cent.

There are also many successful strategic leaders. For example, Loreal CEO Lindsay 0wen-Jones claims that part of his success stems from the fact that many employees make mistakes and learn from them. He also believes that if no one makes mistakes, the company will not take risks or even lose opportunities. Toyota's CEO, Fujio Cho, has led the company to become a global automaker by expanding into Eastern Europe and China. Toyota aims to increase its global automotive market share from 10% to 15%. Cho develops a culture of management costs while achieving high quality. Ryanair CEO Michael O'Leary's low-cost shipping business (as well as the Southwest shipping service) has moved from the US to Europe. In terms of food and etiquette on the plane, the company provides a low level of service, but on the ground, it can make a quick connection (within 20 minutes), which makes Ryanair spend 50% less on average than its competitors. In 2002, corporate income increased by 32% and profits increased by 49%. Many successful performers are described as trailblazers, pragmatists, and people with the right set of values.

The list of unsuccessful strategic leaders cannot be long. Examples of recent failures include former CEO of Quaker 0at. Smithburg; former CE0 Jean-Marie Maher of Vivendi Universal; Dennis Kozlowski, former CEO of Tyo. They fail for different reasons, but identifying them will help others avoid similar pitfalls. According to Sydney Finkelstein, these leaders and others failed because they overestimated their ability to control the external environment of the company; there was no boundary between their interests and the company's interests; They believe they can solve all problems; they remove everyone who disagrees with them; they become fascinated by the future prospects of the company; they underestimate the obstacles and rely too much on previous factors. Many of the above reasons can be attributed to complacency or management arrogance. There are at least some other main reasons, such as the lack of strong moral values. When Dennis Kozlowsi and Samwaksal were challenged for several of the reasons mentioned above, both were charged with crimes, and Waksal had been guilty and sentenced.