BUS496 CS Lect2.ppt-Chapter 2 Leading St...
BUS496_CS_Lect2.ppt-Chapter 2 Leading Strategically 2 OBJECTIVES
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BUS496 CS Lect2.ppt-Chapter 2 Leading Strategicall...
BUS496_CS_Lect2.ppt-Chapter 2 Leading Strategically 2 OBJECTIVES
BUS496 CS Lect2.ppt-Chapter 2 Leadi...
BUS496_CS_Lect2.ppt-Chapter 2 Leading Strategically 2 OBJECTIVES
Page 6
CEO Surprises
Seven Surprises for new CEOs
You can't run the company (no time! Too many stakeholders to deal
with)
Giving orders is costly (it demoralizes, creates resentment, stifles
creativity/ adaptability/flexibility and speed)
It's hard to know what's really going on
You are always sending a message
You are not the boss (the board is)
Pleasing shareholders is not the goal (focus on long-term value
creation)
You are still only human


Page 7
7
LEVEL 5 LEADERS
Level 5
leaders
Build greatness through
combination of
will
and
humility
Level 4 leaders
Can lead a group to superior
levels of performance
Level 3 leaders
Organize people resources to
accomplish predetermined
objectives
Level 2 leaders
Work effectively with others as a
member of a team to achieve group
objectives
Level 1 leaders
Make individual contributions
through talent and work ethic
Capabilities


Page 8
8
Professional
modesty
TWO ATTRIBUTES OF LEVEL 5 LEADERS
Professional
will
The ability to
translate strategic
intent into the
resolve needed to
pursue a strategy
and usually to
make hard choices
over a period of
time
The ability to
translate strategic
intent into the
resolve needed to
pursue a strategy
and usually to
make hard choices
over a period of
time
Being someone
who prefers to
share credit rather
than hog it
who tends to shun
public attention,
act with calm
determination, and
exercise ambitions
on the company’s
behalf rather than
one’s own
Being someone
who prefers to
share credit rather
than hog it
who tends to shun
public attention,
act with calm
determination, and
exercise ambitions
on the company’s
behalf rather than
one’s own


Page 9
9
WHAT DOES IT TAKE TO BE A CEO?
Charisma?
There is little
consensus
on whether
personality or
background
matters more
There is little
consensus
on whether
personality or
background
matters more
An Ivy league
MBA?
Integrity
International
management
experience?


Page 10
10
LEADERSHIP CHARACTERISTICS
Differences in
competence and action
Companies are increasingly
placing value on substantive
work experience; looking
beyond skin color, gender,
and even the items on a
resume.
Evidence of being a strategic
leader–someone who works
not only to develop a plan, but
also empower the
organization to realize the
vision behind it, are important
indicators of leadership
potential
TAKE THE “ARE YOU A
STRATEGIST QUIZ” Exhibit
2.4
Personality differences
A large amount of research has
been done on personality or the
psychological determinants of
strategic leadership focusing
specifically on:
Locus of control
Need for achievement
(In)tolerance for risk or
ambiguity (my score 35/112)
CEO 44-48 MBA 55-60
Charisma and emotional
intelligence
Personality characteristics may
be important;
defining and
isolating leadership abilities is
difficult
(similar argument in
entrepreneurship)
Background and
demographic differences
Background refers to factors
such as:
Work experience
Education (law, acct, fin)
Demographic refers to factors
such as:
Gender
Nationality
Race
Religion
Network ties
Traditional: WASP male Ivy
leaguer
The profile of leaders is
changing (e.g., more diversity
among top management
teams)


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