Strategy Lecture 4 2017-2018 战略和运营管理

Apply the learning in practice
Leaders You Admire
• In your groups, identify an influential leader that you all admire • What is it that makes this person such an effective leader?
In your groups, identify one benefit and one limitation for each of these three leadership styles, ready to discuss in plenary.
Adapted from Schoemaker, Krupp and Rowland, Harvard Business Review, January 2013
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Skill 2
• ‘Challenge’
– Question the status quo – Encourage different points of view and debate – Patience, courage and an open mind – Seek to understand the root cause of issues and opportunities
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Types of Leadership Theory
‘Great Man’ Trait Contingency
Situational
Behavioural
Participative
Transactional or Management
Relationship or Transformational
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John Adair – Action-Centred Leadership (1973)
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Competing Values Framework (Quinn et al, 2011)
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What is leadership?
• “The key to successful leadership is influence, not authority.” ~ Kenneth H. Blanchard • “Leadership is an action, not a position.” ~ Donald McGannon • “The art of leadership is saying no, not yes. It is very easy to say yes.” ~ Tony Blair • “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” ~ Jack Welch
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What is leadership?
• “Leaders aren’t born they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.” ~ Vince Lombardi • “Leadership is not about titles, positions or flowcharts. It is about one life influencing another.” ~ John C. Maxwell • “You have to look at leadership through the eyes of the followers and you have to live the message. What I have learned is that people become motivated when you guide them to the source of their own power and when you make heroes out of employees who personify what you want to see in the organization.” ~ Anita Roddick
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Six Skills of a Strategic Leader
‘Strategic leaders…are constantly vigilant, honing their ability to anticipate by scanning the environment for signals of change.’ An ‘adaptive strategic leader’ is ‘someone who is both resolute and flexible, persistent in the face of setbacks, but also able to react strategically to environmental shifts’.
Continuing Professional Development
Lecture 4 Strategy and Operations Management
Lecture Series – Contents Autumn Term - Strategy
Lecture
1 2 3 4 5
Title
Introduction to Strategy Strategy in a Changing World – Northumbrian Water Group – Guest The Fourth Industrial Revolution Leadership & strategy Strategy in action – Enron case study – Governance and Corporate Social Responsibility
They have learned to ‘apply all six [skills] at once’.
Adapted from Schoemaker, Krupp and Rowland, Harvard Business Review, January 2013
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Skill 1
• ‘Anticipate’
• Capture the group’s thoughts ready to discuss with the wider class
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Knowing – Doing – Being Framework Institute of Leadership and Management
https:///About-ILM/Why-choose-ILM/Knowing-Doing-Being-framework
• Capture the group’s thoughts ready to discuss with the wider class
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The WORST Leader
• In your groups, identify a really poor leader
• What is it that makes this person such an ineffective leader?
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8 9
Commercial Strategy – Costcutter Group – Guest Strategy for Growth • Blue Ocean Strategy
Workshop (1) – Amazon case study Workshop (2) – Amazon case study
Adapted from Schoemaker, Krupp and Rowland, Harvard Business Review, January 2013
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Skill 6
• ‘Learn’
– Promote a ‘culture of inquiry’ – Study failures openly and constructively – Seek to understand what works well and why – Mistakes are viewed as learning opportunities
Adapted from Schoemaker, Krupp and Rowland, Harvard Business Review, January 2013
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Lewin’s (1939) Leadership Styles
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Lewin’s (39) Leadership Styles
Learning Objectives
At the end of this session you will be able to:
Understand the relationship between leadership and strategy
Explore the relationship between leadership and business performance
Adapted from Schoemaker, Krupp and Rowland, Harvard Business Review, January 2013
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Skill 3
• ‘Interpret’
– Able to successfully interpret complex and sometimes conflicting information – Able to deal with ambiguity and incomplete information – Can zoom in on the details where necessary as well as zoom out to see the big picture – Use quantitative and qualitative analysis – Successfully use intuition Adapted from Schoemaker, Krupp