The document discusses strategic leadership. It defines strategic leadership as influencing behavior toward shared goals through rational, social, and emotional elements. Effective strategic leaders have vision, communicate goals well, build trust, and take action. The document outlines various leadership styles and theories. It also discusses traits of strategic leaders like being visionary, resourceful, and able to anticipate the future. Strategic leadership requires developing processes, people, culture, competencies, and networks to achieve organizational objectives.

1. Strategic LEADERSHIP
Dr Daw Htay Khin
Retired Professor
Department of Educational Theory and Management
Yangon University of Education

3. Leadership
• A social influence process, which has
rational, social, and emotional elements.
• A social process in which an individual or
a group influences behavior toward a
shared goal.

4. "Leadership is a function of knowing
yourself, having a vision that is well
communicated, building trust among
colleagues, and taking effective action
to realize your own leadership
potential."
Prof. Warren Bennis
Leadership Skills

5. Exercise In pairs
• Discuss examples you have come across
of strong and weak leadership
• You can use examples from employment,
academic studies or participation in sports
clubs and societies (keep anonymous)
Leadership Skills

6. Leadership Traits
Group Exercise:
• Choose leaders YOU admire
• What personality traits and skills do
they have?
Leadership Skills

7. Traits
• Adaptable to situations
• Alert to social environment
• Ambitious and achievement
orientated
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (desire to influence
others)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about group task
• Organised (administrative ability)
• Persuasive
• Socially skilled
Stogdill, 1974
Leadership Traits and Skills
Leaders will also use:
Integrity, Honesty, Compassion,
Humility
Leadership Skills

8. The main leadership styles
• 1.Transactional leadership.
• 2.Autocratic leadership.
• 3.Bureaucratic leadership.
• 4.Charismatic leadership.
• 5.Democratic/participative leadership.
• 6.Laissez-faire leadership.
• 7.Task-oriented leadership.
• 8.People/relations-oriented leadership.
• 9.Servant leadership.
• 10.Transformational leadership.

9. Lewin et. al’s Trait Model
• Autocratic Leadership
Leader makes decision alone and instruct
subordinates
• Democratic Leadership
Leader involves subordinates in the decision
making process
• Laissez-Fare Leadership
Allow subordinates to make decision on their
own with little guidance or help

10. Behavioral Theories of Leadership
Ohio State Studies Consideration
Initiating Structure
Michigan Studies Employee-centered Leaders
Job-centered Leaders
Texas Studies The Leadership Grid

11. Ohio State & Michigan University Study
• Initiating Structure
• Consideration
High
Low
Consideration
High
Initiating Structure
L,H H,H
L,L H,L

12. The Leadership Grid (Texas Study)
High
Low
Low Concern for Production High
Concern
for
People
Country Club
Management
Team
Management
Middle-of-the-
Road
Management
Impoverished
Management
Authority-
Compliance
5
9
1
5
9

13. Strategic LEADERSHIP
Strategic leadership is a practice in which
executives, using different styles of
management, develop a vision for their
organization that enables it to adapt to or
remain competitive in a changing economic
and technological climate.

14. Strategic LEADERSHIP
• Strategic leadership is the ability to influence, change,
motivate, communicate and set goals and direction for an
organisation while effectively establishing the day-
to-day operational aspects (Raush, 2005).
• Strategic Leadership is the ability to influence others to
voluntarily make decisions that enhance the prospects for
the organisation's long-term success while maintaining
short-term financial stability (Wikipedia, 2019).
• Strategic leadership is the process of using well
considered tactics to communicate
a vision for an organisation or one of its parts (Business
Dictionary, 2017).

15. The role of strategic leadership
A leader's ability to visualize, plan, lead,
and make the best out of the resources
they have to execute strategies
efficiently and successfully.
Strategic leaders marry their strategic
plan to their strategic management

16. The aim of Strategic Leadership
• Strategic leadership is the ability to influence, change,
motivate, communicate and set goals and direction for an
organisation while effectively establishing the day-
to-day operational aspects (Raush, 2005).
• Strategic Leadership is the ability to influence others to
voluntarily make decisions that enhance the prospects for the
organisation's long-term success while maintaining short-term
financial stability (Wikipedia, 2019).
• Strategic leadership is the process of using well considered
tactics to communicate a vision for an organisation or one of
its parts (Business Dictionary, 2017)

17. The Core Elements of Strategic Leadership

18. • broad in scope:strategic leadership is constantly
evaluating the broad impact of actions and decisions,
even when they don’t seem directly connected to
different parts. Strategic leadership requires awareness
of the whole organisation, instead of just certain aspects
of it.
• future-focused:Strategic leadership is aimed at finding a
balance between the long-term focus of styles, such as
transformational leadership, and the short-term focused
style of transactional leadership. The aim is to integrate
the short-term decisions, which are a necessary part of
any organisation and its decision-making, with the far-
reaching outlook

19. • change oriented: There is a strong
transformational element to strategic
leadership. The strategic leaders sets out to
have a deep impact on the organisation’s
vision and values, as well as its structure and
systems.
• The style sets out to create more clarity and
operational strength throughout it, with the
leader having the biggest role in achieving this.
• The strategic leader must possess specific
qualities and abilities in order to have a deep
impact on the operational culture.

20. Key Steps of Strategic Leadership
• the realization of why the company exists
• figuring out who the customers are
and what they want from the company.
• crafting a strategy of steps that help realize the
vision
• (• What are the different types of customers the
organization has?
• Why are the customers choosing the organization?
• What can the organization do better to increase the
value the customers receive?)

21. five components of strategic
leadership
(1) developing strategic and organizational
processes;
(2) leading and developing people;
(3) developing culture and value systems;
(4) developing distinct organizational
competencies; and
(5) developing effective networking

22. 17 qualities of a strategic leader
visionary,
Inquisitive
Resourceful
Influential
Communicative
Ability to Interpret
Ability to Anticipate
Ability to Decide
Openess
Inspiring
Strategic Thinking
Distribute
Responsibility
Insatiable Learner
challenge
courageous, and
decide

23. • Vision
Great strategic leaders have a clear and
compelling vision that is going far beyond the
current reality.
• Inquisitive
Strategic leaders need to be able to look at
complex situations and come up with the best
solutions for moving forward

24. • Resourceful
• Endure discomfort - handling rejection,
uncertainty and even the odd case of failure
without it being the end of you or your goals
.
• Communicate clearly - develop the skills to
convince people of your vision.
• Persevere through the storms -

25. • Influential
• Becoming a better listener.
• Learning to read body language and making
decisions based on that.
• Acknowledging the accomplishments of other
people.
Communicative
Learning to listen
Use the BRIEF method
Pay attention to your body language

26. • Compassionate
• Focusing more on listening to other people.
• Understanding the emotion behind people’s
actions.
• Creating a support system around you.
• Seeing people as a whole person, not just focusing
on the negative or positive
aspects of them.
• Placing yourself in the other person’s shoes and
focusing on the emotional
experiences they might be going through.
• Forgiving failure whenever it happens, whether
you make the mistake or when
someone else fails

27. • Ability to Decide
able to interpret and predict and then come to a
conclusion which tells the direction the company
will move towards.
Although strategic leadership is not about
barking orders to subordinates, the leader’s role
is still to point out the direction and
coach the team towards it

28. • Ability to Interpret
interpreting the current subordinate mood and
productivity
• Ability to Anticipate
ability to anticipate the future and the different
outcome
• Openness
Their antennae are always on, as a seemingly
minor detail might challenge their current
strategic plan

29. • Inspiring
Able to sell new ideas, help others see the value and
influence the team’s direction.
• Insightful
try to see the faint signals of opportunity and early
warning signs of storms ahead.
• Strategic Thinking
a mind shift from being reactive to being proactive,
making strategic choices, being able to
differentiate from other organisations and
developing a competitive advantage

30. • Insatiable Learner
exhibit a strong sense of curiosity, an insatiable
thirst to learn more about their industry, their
competitive landscape and their own business
operations
• Distribute Responsibility
Top leaders should push power downward,
across the organisation,empowering people at
all levels to make decisions.

31. challenge their own and others’ assumptions and
encourage divergent points of view
• Decide
may have to make tough calls with incomplete
information, and often they must do so quickly
Strategic leaders are highlyintelligent, and they
promote a culture of learning and discovery.
They understand that
the more people know, the more capable they are
of making a difference.
• Challenge

32. Types Of Strategic Leadership
• Transactional Leadership.
• Transformational Leadership.
• Charismatic Leadership

33. Transformational Leadership
Dr Daw Htay khin
Retired Professor/Head
Department 0f Educational Theory & Management
Yangon University of Education
33

34. 34

35. Transformational Leadership
• a leadership approach that causes changes in
individuals and social systems
35

36. Background
• James Victor Downton (1973)
• the first to coin the term ‘transformational
leadership’
36

37. • James Macgregor Burns (1978)
• developed the concept of ‘transforming
leadership’
• a process in which leaders and followers help
each other to advance to a higher level of
morale and motivation
37

38. • creates significant change in the life of people
and organizations
• redesigns perception and values
• changes expectations and aspirations
• is based on leader’s personality, traits and
ability to make a change
38

39. • Bernard Morris Bass (1985)
• extended the work of Burns
• used the term ‘transformational’
• defined the four basic elements
39

40. • Bass’ four basic elements
40

41. Idealized Influenced
• act as role models
• have high standards of ethical and moral
conduct
• share risks in setting and attaining goals
• consider the needs of others
• use power to move individuals or group
• are admired, respected, trusted and emulated
41

42. Inspirational Motivational
• articulate a clear vision in the future
• motivate to become committed to and a part of
the shared vision
• express confidence that goal will be achieved
• raise team spirit, enthusiasm, optimism, goal
commitment
42

43. Intellectual stimulation
• stimulate to be creative and innovative
• challenge to think creatively, design new
procedures, solve difficult problems
• foster unlearning and eliminate the fixation
• refrain from publicly criticizing
43

44. • Individualized Consideration
• pay particular attention to each individual
• create a supportive climate
• act as coaches and advisers
• help to develop and take responsibility
44

45. Certain Characteristics of Transformational Leaders
• Qualities of the agents of change
• Courage
• Openness and faith in the followers
• Led by values
• Life-long learning
• Ability to face the complex, ambiguous, and
uncertain situations
• Visionary abilities
45

46. Benefits
• focuses the followers’ values, needs and
morals
• develops future leaders
• creates enthusiastic work atmosphere
• develops innovations
• increase high output and efficiency
46

47. Limitations
• lacks conceptual clarity
• is difficult to change traits
• is elitist and antidemocratic
• has the potential to be abused
• only works in situations that require change
47

48. Thank You
48

49. What makes a good strategic leader?
strong communicators,
active listeners,
passionate,
positive,
innovative,
collaborative,
honest,
diplomatic,
empathetic, and
humble.

50. STRATEGIC LEADERSHIP
• The process of providing the direction
and inspiration necessary to create and
implement a vision, mission, and
strategies to achieve and sustain
organizational objectives
• The purpose of strategic leadership is
to effectively implement and guide the
process of strategic management

51. What is the difference between
leadership and strategic leadership?
An ordinary leader looks to the present
and understands how to navigate the day
to day needs of an organization.
Whereas a strategic leader looks to the
future to develop new opportunities,
products or services for an organization
in order to fulfill goals and missions

52. What is strategic leadership education?
-setting the direction for the school,
-establishing annual goals that are
centred on the students and their
learning,
-setting targets, and taking action.
It also is important that strategic leaders
monitor their progress towards the
established goals and targets.

53. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-53
STRATEGIC
MANAGEMENT
The set of decisions
and actions used to
formulate and
implement specific
strategies that
will achieve a
competitively superior
fit between the
organization and its
environment so as to
achieve organizational
goals

54. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-54
The Strategic Leadership
Process
• Analyze the environment
– Internal (Why?)
– External (For What?)
• Develop a strategic vision
– An ambitious view of the future that
everyone in the organization can believe
in, that is reasonably attainable, and
which offers a future that is better in
important ways than what now exists

55. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-55
The Strategic Leadership
Process
• Write a meaningful mission
statement
– Defines the core purpose and
reasons for organizational
existence
– Should be both broad and precise
– Not easy
• Can take months and years
– Must change as organization
changes

56. The Strategic Leadership
Process
• Create Corporate Level Objectives
–Desired outcomes that an organization
seeks to achieve for stakeholders
–Include both financial and strategic
objectives
–Help everyone to focus in same direction
–Targets against which performance is
compared

57. SMART Corporate Level Objectives
-Specific
-Measurable
-Achievable
-Relevant
-Timely

58. Formulate Strategy
• Strategy is the general plan of action
that describes resource allocation and
other activities for exploiting
environmental opportunities and helping
the organization attain its goals

59. Formulate Strategy that:
–Enhances value to customers
• Ratio of benefits to cost
–Creates synergistic opportunities
• Whole is greater than the sum of the
parts
–Builds on company core competencies
• Performs extremely well in comparison to
competitors

60. 5 Elements of Good Strategy
Development
• Arena: Where the organization will focus its
resources
• Vehicles: How the organization will get there
• Differentiators: How the organization will
stand out in the market place
• Staging: What will be the speed and sequence
of moves
• Economic logic: How the organization will
obtain its returns

61. The Strategic Leadership Implementation
• Most difficult part of strategic
management
– Also the most important
• Without appropriate implementation,
the best of strategies can fail
– Must be integrated and coordinated
– Must overcome resistance to change

62. Strategy Evaluation
• To determine the effectiveness of
strategic choices
• 3 fundamental activities:
– Review internal and external factors
– Measure performance against
objectives
– Corrective action

63. Pros and Cons of Strategic Leadership
Pros of Strategic Leadership:
• Encourages “Objective” Thinking – It is so easy for
leadership to become caught up in day-to-day activities
and forget to plan for the future.
• Strategic leaders cause management to understand the
connection between daily work and the future.
• Creating a Framework for Strategic Decisions – Every
employee is not going to be aware of every single
objective.
• Therefore, a strategic leader could install a strategic
model where every decision could be considered.
• This will help everyone stay on the same page and ensure
the whole company is moving in the same direction

64. Supports Unity –This can diminish the uprising of conflict, and
encourage interdepartmental collaboration. It is easy for
departments to become siloes, and strategic leaders will do what
they can to prevent this from happening.
Build Commitment – Good leaders understand that if they want
employees to take on certain traits, they have to model them.
Strategic leaders are all about dedication to the company and
exemplify a commitment to business objectives.
More Clarity to Tasks –. Strategic leaders make a practice of
clearly communicating the importance of a task, and how it relates
to the overall goals. In a way, they provide more meaning to the
work employees do.

65. • Cons of Strategic Leadership:
It Is Impossible to Predict the Future – Strategic leaders, much
like their visionary counterparts are attempting to keep one
foot in the present while trying to predict the future.
Unfortunately, the future does not always happen as
anticipated.
Will Not Address the Here and Now – Strategic leaders care
about the current happenings in a company about how they
impact the future. Therefore, it is possible for these
individuals to develop “tunnel vision” and forget to address
current problems within the company. There might be issues
that have nothing to do with an objective that
should still be handled.

66. Flexibility Is Difficult – While some strategic leaders might be
adaptable, their framework will likely not be. Strategic plans are
implemented all over the company, so if something needs to be
changed or altered.
Can Stall Company Growth –. If they are open to risk and look at the
future with idealism, they could miss problems that could have been on
the rise. On the opposite end, the strategic leader could be more
conservative and not as open to taking a risk; this could halt company
growth and prevent the organization from capitalizing on opportunities
that could have benefitted them.
Potential Expense – Implementing a strategic plan and aligning the
company behind it can be expensive and costly. If something does not
go as planned, it could mean layoffs, the cancellation of a project, or
the eradication of a whole department. In and of itself, a
strategic plan is a risk

67. Crisis Leadership
• Leaders need skills and competence to
lead during crises
– Like the U.S. and NYC on 9/11/01
– To provide stability, reassurance,
confidence, and a sense of control
• “…tough times won’t create leaders, …
they show you what kind of leaders you
already have.” Larry Barton

68. Preparing for Crisis
• We cannot foresee future crises, but we
can prepare in a general manner
– Pre-Crisis Planning
• Do not want to start from zero when crisis occurs
– Crisis Team
• Good mix of organizational skill sets
– Crisis Leader
• Requires logs
• Monitors complaints and behaviors
• Identifies patterns or trends
• Coordinates team activities

69. Risk Assessment
• Used to anticipate crises
– What could happen?
• Tries to identify weaknesses and
threats
– Where are we vulnerable?
• Common tool in crisis planning
– What is the worst-case scenario?

70. Risk Assessment Model
Risk Assessment & Ranking
Risk Reduction Strategies
Crisis Prevention Simulations
Crisis Management
S
W
O
T
1
3
2
4
5

71. Crisis Management
Rapid response is vital
Leadership’s Role
• Stay engaged
• Lead from the front
• Focus on the big
picture
• Communicate the
vision
• Work with crisis
management team
Effective Crisis
Communication
• Can make or break
company reputation
• Spokesperson
determined in pre-crisis
planning
• Failure can extend crisis

72. Effective Crisis Communications
• First 24 hours crucial
–Media’s need to know
–Tell company’s story
•Press releases
•Press kits

73. Effective Crisis Communication &
Management
• Be there
• Tell the truth
• Tell what your are doing to fix crisis
• Handle those affected with utmost
sensitivity
• Avoid presenting conflicting messages
• Show a plan on how you plan to avoid a
repeat in the future

74. Effective Crisis Communication &
Management
• Don’t lie or cover for the boss or the
corporation
• Go the extra mile
– Beyond requirements of the situation
• When things are going well, take credit
– Without being self-absorbed
• Remember that the media is your link to the
public
– Be honest & straightforward with them

75. Leading Change
• Organizational Change
– Activities associated with planning,
designing, implementing, and internalizing
tools, procedures, routines, processes, or
systems that will require people to perform
their jobs differently
• Organizations spend millions on change
efforts
• Organizational change is any transition
that requires change in human
performance

76. Need for Change
• Environment changing rapidly
– New technology
– Globalize economy
– Changing market requirements
– Intense domestic and international
competition
– New opportunities and threats for
leadership

77. Response to Pace of Change
• Flatter, more agile
organizational structures
• More empowering, team-
oriented cultures
• Leaders must lead the
responses

78. LEADING CHANGE
• Not every leader can successfully
implement change
– Role of the leader is to facilitate change
that results in better performance
• Change-oriented leaders are responding
by initiating strategies that match the
requirements of the turbulent
environments in which organizations
exist

79. Stages In The Change Process

81. Unfreezing refers to the creation of a perceived discrepancy
between the existing and ideal state of an organization that
generates a desire for change and lowers people’s resistance to
change.
Changing refers to the various processes such as training,
education, and restructuring that lead to the development of
new behaviours, attitudes, and beliefs.
Refreezing regards re-establishing a new state of equilibrium
within the organization by stabilizing the new patterns through
a variety of support mechanisms.

82. THE EIGHT STAGE MODEL OF THE
CHANGE PROCESS
1. Establish a sense of urgency
2. Form a powerful guiding coalition
3. Develop a compelling vision
4. Communicate the vision widely
5. Empower employees to act on the vision
6. Generate short-term wins
7. Consolidate gains, create greater change
8. Institutional changes in the organizational
culture

85. Why Do People Resist Change?
• Threat to self interest
• Uncertainty & loss of comfort zone
• Lack of faith in the change
– That it is necessary
– That it will succeed
• Distrust of leadership

86. Why Do People Resist Change?
• Threat to values
– Personal
– Organizational
• Fear
– Of the unknown
– Of being manipulated

87. • How Can a Leader
Reduce Resistance to
People-Oriented Change?

88. • Show relentless support &
unquestionable commitment to the
change process
• Communicate an urgent about the need
for the change
• Continually communicate regarding the
progress of the change

89. How Can a Leader Reduce Resistance
to People-Oriented Change?
• Avoid micromanaging
• Empower people to implement the
change
• Help people deal with the trauma of
the change
• Prepare people for necessary
adjustment
– Career counseling
– Retraining

90. How Can a Leader Reduce Resistance
to Task-Oriented Change?
• Assemble a coalition of supporters
• Align organizational structure with
new strategy for consistency
• Survey the organizational landscape
for likely supporters and opponents

91. How Can a Leader Reduce Resistance
toTask-Oriented Change?
• Recruit and fill key positions with
competent and committed
supporters
• Know when and how to use ad-hoc
committees or task forces to shape
implementation activities
• Know when a full-scale approach to
implementation is needed

92. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-92
Discussion Question #1
Discuss how an
organization’s
objectives may
affect its
search for
opportunities.

93. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-93
Discussion Question #2
What are the
key qualities of
the strategic
leader?

94. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-94
Discussion Question #3
What is the
difference
between a
strategic
vision and a
mission
statement?

95. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-95
Discussion Question #4
The essence
of the
strategic
leadership
process is
adapting to
change.
Discuss.

96. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-96
Discussion Question #5
What are the
current factors
or trends that
make pre-crisis
planning an
important aspect
of strategic
leadership?

97. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-97
Discussion Question #6
What are the
three main
components
of a pre-
crisis plan?

98. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-98
Discussion Question #7
Describe the
responsibilities
of a crisis
leader.

99. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-99
Discussion Question #8
What is the
appropriate
role of
organization’s
top leadership
during a crisis?

100. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-100
Discussion Question #9
What are the
phases of the
eight-stage
model of
planned
change?
1. ?
2. ??
3. ???
4. ????
5. ?????
6. ??????
7. ???????
8. ????????

101. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-101
Discussion Question #10
What is the
difference
between people-
oriented and
task-oriented
approaches to
overcoming
resistance to
change?

102. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 11-102

103. FOR ASSIGNMENT
Part A (30%) – 1500 words Undertake an internal and external
environment analysis using the appropriate tool/s or technique/s
and describe the current strategy.
Part B (40%) – 1800 words Formulate a new and improved strategy
for your organization in alignment to the organisations core values,
mission and vision. Apply Porter’s Generic Strategies and other
model/s when attempting this question.
Part C (30%) – 1200 words Critically examine key factors in your
organization which demonstrated clear evidence of change/s to be
introduced and recommend measures can you take as a leader to
overcome resistance to change amongst your staff