One of the vital strategic roles of any manager, whether general or functional, is to provide strategic leadership for subordinates. Using an example to support your answer, briefly describe TWO criteria defining of a strong strategic leader that you know. A complete answer will briefly explain the criteria and locally related examples.

What is the importance of an effective strategic leader?

explain quality leadership The characteristics possess by quality leaders are as follows: Sense of Purpose. Successful leaders know their areas of responsibility that will contribute to the organization’s success. Self-discipline. Successful leaders avoid negative self-indulgence and inappropriate displays of emotion such as anger. Successful leaders are open and upfront with other members of the organization and with themselves. Credibility. Successful leaders are consistent and fair in adhering to the same standards of performance and behavior expected of others. Common Sense. Successful leaders know what is important in a given situation. They know when to be flexible and when to be firm in making decisions. Successful leaders maintain energy, endurance, and good health. Successful leaders are committed to finish a task despite of difficulty.

Leader as Beacon & Architect Planning Document For this next portion of the planning document, you will have the opportunity to formulate succinct statements for each element of direction for your department, unit, or organization using what you identified in the context. To review what you identified for the context, select the context tab. Let's begin with your vision, your aspirational destination. What do you picture for your team, department, unit, or organization's future? What do you hope to accomplish? Visions can be emotive, such as Patagonia's "We're in business to save our home planet," or Boston Children's Hospital's "Where the world comes for answers." But, they can also be pragmatic, such as Erasmo Nuzzi's "Push EEM from $0.4 sales per capita to $1 per person in the coming years." As Bethany Quam mentioned earlier, some people connect to the emotion, while others connect to the rationale facts. Your role as the leader is to set a vision that resonates with the…

Leadership Strategies: The article discusses four major strategies that Cowan used in leading SMHC listed in bullets below.Choose and describe the strategy that you think was most effective and why you believe it was the strategy that worked best for Cowan in SMHC's turnaround. a. Get in their face b. Offer to serve, rather than be served c. Weed the garden d. Give the credit away.

Read the case, Leadership Musical Chairs at P&G (attached) answer the following question: What strategic forces affect P&G?  Consider internal and external factors. What are the factors that affect the leaders’ discretion? What are key elements of Lafley’s style? How does culture affect an organization’s ability to implement employee participation?

should strategic decisions be limited by the internal environment or should the strategic leader change the internal environment to fit with required changes?  How could a leader change the internal environment?

Crafting and executing strategy are thus core management tasks. Among all the things managers do, nothing affects a company’s ultimate success or failure more fundamentally than how well its management team charts the company’s direction, develops competitively effective strategic moves, and pursues what needs to be done internally to produce good day-in, day-out strategy execution and operating excellence. Indeed, good strategy and good strategy execution are the most telling and trustworthy signs of good management. The rationale for using the twin standards of good strategy making and good strategy execution to determine whether a company is well managed is therefore compelling: The better conceived a company’s strategy and the more competently it is executed, the more likely the company will be a standout performer in the marketplace. In stark contrast, a company that lacks clear-cut direction has a flawed strategy, or can’t execute its strategy competently is a company whose…

How has the role of the manager changed in the last couple of decades? What forces have driven the changes? 2. What is the purpose of a mission statement? Why are the most effective mission statements simple, vivid, and compelling? 3. What are the characteristics of effective leaders? What leadership style do most effective leaders us

(2) Read the "management Decision" at the end of the chapter and answer the questions at the end-- Use bullets-- Use concepts learned from the chapter (total 150 words including all 3 questions). MANAGEMENT TEAM DECISION Face the Future Times don’t seem to be much better to be in the oil business. Sure, there have been some bumps in the road the past few years—the tragic oil spill in the Gulf of Mexico and unstable prices and supply due to political situations. But there’s one piece of news that makes all those obstacles easier to deal with—profits are up, and not just a little bit, either. Profits are positively soaring. Exxon announced that its earnings for the most recent quarter were up 69 percent from the previous year, to $10.65 billion. Royal Dutch Shell posted an increase of 30 percent to $6.29 billion, even while experiencing a 2.5 percent decrease in production, and Occidental Petroleum’s earnings jumped 46 percent to $1.55 billion. Times certainly seem to be great, but there…