MONASH BUSINESS SCHOOL MGF5928: Strategic Leadership Week 1: An introduction to strategic leadership MONASH BUSINESS SCHOOL 2 ▪ Strategic leadership “focuses on the executives who have

overall responsibility for an organization – their

characteristics, what they do, how they do it, and

particularly, how they affect organizational outcomes”. (Finkelstein, Hambrick and Cannella, 2009, p.4) ▪ Subjects of strategic leadership: individuals (CEOs and

general managers), groups (top management teams),

governance bodies (board of directors) The study of top executives MONASH BUSINESS SCHOOL 3 • Making decisions • Shaping the business • Represent the organisation Role • UncertaintyEnvironment • Experiences • Values • Personalities and other human attributes Interpretation Strategic leaders MONASH BUSINESS SCHOOL 4 ▪ Strategic leaders are responsible for overall management

of an organisation with substantive decision-making roles ▪ Hence, strategic leadership goes beyond the study of

personal attributes of a leader ▪ It focuses on “why executives make the strategic choices

they do” Beyond Leadership MONASH BUSINESS SCHOOL 5 CEO Unit

Heads TMT Board of

Directors Examples of strategic leaders MONASH BUSINESS SCHOOL 6 Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator What do top executives do? Mintzberg’s

Executive Roles MONASH BUSINESS SCHOOL 7 External and internal activities Strategy formulation, implementation and context creation Substance and symbols Basic dimensions of top executive roles MONASH BUSINESS SCHOOL 8 ▪ Concept of executive discretion – “Depending on how much discretion exists, an organization’s

form and fate may lie totally outside the control of its top

managers, completely within their control, or more typically,

somewhere in between” Do top executives matter for organisational outcome? MONASH BUSINESS SCHOOL 9 Chief

Executive

Discretion Task

environment Internal

organisation Managerial

characteristics Managerial discretion MONASH BUSINESS SCHOOL 10 ▪ Chapters: 1 and 2 – Finkelstein, S., Hambrick, Donald C, & Cannella, Albert A. (2009). Strategic leadership : Theory and research on executives, top

management teams, and boards (Strategic management series

(Oxford University Press)). New York: Oxford University Press. Reference 51作业君版权所有