scholarly journals The Necessity Of Strategic Leadership In Corporate Sustainability

2014 ◽  
Vol 2 (1) ◽  
pp. 23-30 ◽  
Author(s):  
John Theodore
Keyword(s):  
Corporate Sustainability ◽  
Strategic Thinking ◽  
Strategic Leadership ◽  
Analysis And Evaluation ◽  
Strategic Intent ◽  
Strategic Vision ◽  
External Stakeholders ◽  
Strategic Leaders ◽  
Leadership Changes ◽  
Corporate Business

The purpose of this article is to present the necessity of having strategic leadership in business corporations that practice corporate sustainability. There are three areas that corporate sustainability focuses upon: Ecological, sociological, and corporate/business. Corporate sustainability requires strategic leadership in order to interact with these three dynamic and divergent areas. Strategic leaders communicate their vision to their managers and employees and remain in continuous and uninterrupted contact with the former who are dexterously empowered by their leaders to assume supportive roles for the communication of their leaders strategic vision to internal and external stakeholders of the organization. Strategic thinking is utilized by strategic leaders and has to do with the analysis and evaluation of the existing internal and external environments of the organization and that of how changes in both environments can affect the organization. Strategic leaders utilize strategic intent that includes focusing the organizations intention to operate strategically. Flexibility is the ability of strategic leaders to analyze, evaluate, and respond to changes in both the internal and external environment of their organizations. Strategic leaders initiate changes because of the demands that emanate from the external and the internal environments of the organization. Strategic leadership changes are dramatic ones and their implementation requires the integration of vision, flexibility, and the support of the managers of the organization.

Corporate sustainability assessment through fuzzy TOPSIS

2018 ◽  
Author(s):  
Eleonora Bottani ◽  
Marta Rinaldi ◽  
Federico Solari
Keyword(s):  
Sustainability Assessment ◽  
Corporate Sustainability ◽  
Reference Value ◽  
Fuzzy Topsis ◽  
Analysis And Evaluation ◽  
Sustainability Performance ◽  
Order Preference ◽  
Pros And Cons ◽  
Topsis Approach ◽  
Corporate Level

"The aim of this paper is to propose a decisionmaking methodology that enables the analysis and evaluation of sustainability at the corporate level. The proposed methodology grounds on two tools, namely the technique for order preference by similarity to ideal solution (TOPSIS) approach and fuzzy logic. The integration of these tools offers an effective way to deal with two typical issues of sustainability assessment, i.e.: 1) the fact that the company’s performance should be frequently evaluated against qualitative key performance indicators; and 2) the fact that to be meaningful, the company’s sustainability performance needs to be compared to a reference value, e.g. a threshold or benchmark, to evaluating how the company is distant from a target. The proposed approach has been applied to a real firm, operating in the food machinery industry, for testing purpose. The main pros and cons of the approach are described."

Strategy in the era of “swans”: the role of strategic leadership under uncertainty and unpredictability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Henry Adobor ◽  
William Phanuel Kofi Darbi ◽  
Obi Berko O. Damoah
Keyword(s):  
Mental Models ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Strategic Leadership ◽  
Content Type ◽  
Complexity Leadership ◽  
Complex Adaptive ◽  
Strategic Leaders ◽  
Impact Events

PurposeThe purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.Design/methodology/approachDrawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.FindingsStrategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.Research limitations/implicationsThis is a conceptual paper and the authors cannot make any claims of causality.Practical implicationsOrganizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.Originality/valueThe paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.

To Split or Not to Split: Strategic Planning and Alignment at Jaffer Brothers Private Limited

2020 ◽  
pp. 097282012096259
Author(s):  
Anjum Fayyaz ◽  
Jawad Syed
Keyword(s):  
Mission Statement ◽  
Strategic Plan ◽  
Support Service ◽  
Strategic Thinking ◽  
Management Team ◽  
Strategic Vision ◽  
Business Units ◽  
Market Situation ◽  
Vision 2030 ◽  
The Many

Jaffer Brothers Limited (JBL) was an established, seventy-year old, private-sector business group in Pakistan involved in diversified businesses operating across Pakistan. JBL group of companies was 100 per cent owned by the Jaffer family, and it was one of the few business groups in Pakistan with no public holdings in the group companies. In 2007–2008, JBL engaged a Pakistani consultant to prepare its corporate strategic plan in consultation with the management team of JBL. The company’s strategic plan for 2020 identified the strategic vision and path which the management team had chosen for 2020. In 2013–2014, Fahim Azam was the country general manager of JBL, and there was a branch structure in the projects and machinery (P&M) division with three branches, namely Karachi (South), Lahore (Central) and Islamabad (North), all of which were reporting to Fahim. With the change of market situation such as an expansion of markets and demands across Pakistan, development of linkages with Chinese principals, opportunities offered by China Pakistan Economic Corridor (CPEC) as well as the increasing operational complexity and diversity of operations and markets, JBL decided to restructure the P&M division and introduced four strategic business units (SBUs) under the leadership of Fahim Azam. These SBUs included projects, machinery sales, machinery support (service, maintenance) and rental and power system. In 2017, the JBL P&M division was passing through a transition phase, and each SBU was required to develop and finalize its own vision and mission statement while also developing a strategic plan for 2030. Fahim was thinking about the many challenges associated with the bottom-up process of developing Vision 2030 for the division. He had a feeling that it was an issue of change management as the team was used to the old system of operations. JBL’s P&M division faced challenges related to the lack of integration of the SBUs and the lack of strategic thinking of the employees in each SBU.

Governance and Strategic Leadership in Entrepreneurial Firms

2002 ◽  
Vol 28 (3) ◽  
pp. 387-412 ◽  
Author(s):  
Catherine M. Daily ◽  
Patricia P. McDougall ◽  
Jeffrey G. Covin ◽  
Dan R. Dalton
Keyword(s):  
Corporate Governance ◽  
Firm Performance ◽  
Resource Dependence ◽  
Strategic Leadership ◽  
Entrepreneurial Firms ◽  
Management Research ◽  
Central Focus ◽  
Strategic Leaders ◽  
Systematic Relationships ◽  
Resource Dependence Perspective

Corporate governance has been a central focus of strategic management research, particularly the associations among governance structures, strategic leaders, and firm performance. Extant research, however, provides little evidence of systematic relationships in these areas. There are a series of theoretical/conceptual rationales suggesting that such relationships might be more pronounced in entrepreneurial firms. Accordingly, we provide an overview and synthesis of the entrepreneurship literature addressing the intersection of governance and strategic leadership with firm performance. The strongest relationships reflected in this literature are consistent with a resource dependence perspective of the firm. We conclude with several suggestions for advancing research in this important domain.

scholarly journals Impact of Strategic Leadership Competencies on Enhancing Core Competencies in Organizations: Applied Study on AlManaseer Group for Industrial & Trading

2018 ◽  
Vol 12 (11) ◽  
pp. 169
Author(s):  
Hani J. Irtaimeh
Keyword(s):  
Core Competencies ◽  
Core Competency ◽  
Leadership Competencies ◽  
Strategic Thinking ◽  
Strategic Leadership ◽  
The Core ◽  
Applied Study ◽  
Study Population ◽  
The Impact ◽  
Critical Resources

The aim of this study is to explore the impact of Strategic leadership competencies dimensions (Strategic Thinking Competencies, Leadership Competencies) on core competency in AlManaseer Group for Industrial & Trading. For this purpose, a questionnaire was developed to collect data from the study population which consists of 180 leaders. This is aimed at testing the hypotheses and achieving the objectives of the study. The most important results that the study achieved were that there was a statistically significant impact of Strategic leadership competencies with its dimensions (Strategic thinking competencies, leadership competencies) on core competency. The most important recommendations of the study were the necessity of AlManaseer Group should evaluate the core competencies; periodically and continuously in order to rebuild the critical resources which are the pillars of core competencies and in line with the requirements and conditions of strategic thinking and leadership competencies.

scholarly journals The Role of Organizational Emotions in Strategic Leadership: A literature Review

2021 ◽  
Vol 1 (5) ◽  
Author(s):  
Sudirman Sudirman
Keyword(s):  
Positive Emotions ◽  
Point Of View ◽  
Strategic Leadership ◽  
Future Research ◽  
Exclusion Criteria ◽  
External Resources ◽  
Grounded Theory Method ◽  
Starting Point ◽  
Strategic Leaders

Emotions are human things. When people consider emotions from a strategic leadership point of view, additional individual framing factors become unavoidable and play a role in an organization's management process. This research aimed to evaluate the existing literature on emotion and strategic leadership comprehensively. The study was a survey of the literature on emotion and strategic leadership. Because of the search and exclusion criteria applied, only 24 articles were relevant. The texts were studied using the grounded theory method to build a new theoretical model and identify essential characteristics of organizational emotion shifting. The model tried to demonstrate how the interaction of human and organizational elements and the task and problems faced by strategic leaders result in internal and external emotional shifts. This literature survey and theoretical integration provided a starting point for further research. The results show that the conceptualization of emotions in strategic leadership encompasses all five levels: positive emotions, negative emotions, emotional empowerment (internal emotion shaping), the establishment of external resources, and the use of power (external emotions shaping). The research revealed that emotion in organizational shaping was a key variable. This variable identified the numerous ways strategic leaders use emotion to shape organizations. It indicates that the concept can bring the person (strategic leader) and organizational levels together. In light of the limited literature, mainly focusing on strategic and emotional leadership, the model should be tested as a foundation for future research.

A Supernova

2017 ◽  
Author(s):  
Keeley Wilson
Keyword(s):  
Strategic Thinking ◽  
Strategic Leadership ◽  
Top Management ◽  
Matrix Structure ◽  
Internal Competition ◽  
Management Changes

This chapter reviews the period 2004–6, opening with a description of the problems Nokia was facing due to a boycott of its products by operators. However, the problems ran deeper than this, as Nokia was losing its agility and entrepreneurialism, and focusing on scale rather than speed, so its products were constantly late to market. It goes on to analyze the implications of a reorganization into a matrix structure in 2004, which led to wide-ranging top management changes over the following two years and a subsequent deterioration of strategic thinking and strategic leadership. We also see a growing bureaucratization and loss of agility during this period, along with increasing internal competition and difficulties as Nokia grappled with the challenges of shifting from a “hardware-first” to “software-first” approach.

From Strategic Leaders to Societal Leaders: On the Expanding Social Role of Executives and Boards

2020 ◽  
Vol 46 (8) ◽  
pp. 1315-1321 ◽  
Author(s):  
Ryan Krause ◽  
Toyah L. Miller
Keyword(s):  
Social Movements ◽  
Social Change ◽  
Social Role ◽  
Strategic Leadership ◽  
Social Expectations ◽  
Organizational Boundaries ◽  
Editorial Commentary ◽  
Strategic Leaders

Scholarship on strategic leadership and governance has long operated under the assumption that strategic leaders’ influence and purview are predominantly constrained by organizational boundaries. Recent events and social movements have called this limited view of strategic leadership into question, however. In this editorial commentary, we explore the emerging trend of strategic leaders becoming—in both their own and stakeholders’ perceptions—societal leaders advancing social change inside and outside their organizations. We examine the research implications of taking a broader view of these leaders’ responsibility, one that reflects evolving social expectations.

Developing Strategic Leadership in the Indian Context

2018 ◽  
pp. 224-235
Author(s):  
Minisha Gupta
Keyword(s):  
Leadership Style ◽  
Strategic Leadership ◽  
Positive Wave ◽  
Organizational Creativity ◽  
Competitive Edge ◽  
Key Factor ◽  
Strategic Leaders ◽  
The Impact ◽  
Creativity And Innovation

With intense competition, it has become quite challenging for organizations to continuously create and innovate. Since leadership has been identified as an effective key factor in attaining sustainable competitive edge, there remains a lack of research to assess the role of leadership most likely to cause creativity and innovation. This chapter tries to conceptualize the impact of developing strategic leadership in Indian organizations. This has a significant impact on organizational creativity and innovation. Firms facing recession need to develop their leaders as strategic leaders who can generate a positive wave in the organization, provide direction to employees, generate genuine interest among employees to learn and grow. Strategic leaders develop commitment among employees by providing a vision and goal to them. They think strategically and frame policies as per employees' needs and expectations. This study demonstrates the impact of strategic leadership style to generate creativity and innovation among their subordinates.

scholarly journals Interfaces of Strategic Leaders: A Conceptual Framework, Review, and Research Agenda

2017 ◽  
Vol 44 (1) ◽  
pp. 280-324 ◽  
Author(s):  
Zeki Simsek ◽  
Ciaran Heavey ◽  
Brian Curtis Fox
Keyword(s):  
Conceptual Framework ◽  
Research Agenda ◽  
Firm Behavior ◽  
Strategic Leadership ◽  
Future Research ◽  
Strategic Leaders ◽  
Strategic Leader ◽  
Leadership Research

Interfaces are of growing importance for theorizing and testing the influence of strategic leaders on firm behavior and actions. But despite their relevance and ubiquity, the lack of a commonly accepted definition and unifying framework has hindered researchers’ ability to take stock, synthesize, and systematize extant knowledge. We first develop an encompassing definition and organizing framework to review 122 prior studies across three decades. We then chart promising directions for future research around three concepts central to the framework and review: (1) Why do interfaces occur? (2) What happens at these interfaces? and (3) What are the impacts of interfaces? Together, the encompassing definition, framework, review, and specific directions for future research provide the much needed platform to agglutinate research and advance strategic leader interfaces as the next frontier of strategic leadership research.

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