Letter of Transmittal

November, 2017

Respected Mohammad Rabiul Basher, PhD

Associate Professor (Management),

Faculty of Business Studies,

Bangladesh University of Professionals (BUP)

Subject: Submission of Term Paper on Role of Strategic Leadership on both Group and

Organizational Performance

Dear Sir,

With great pleasure we would like to submit this term paper that we were assigned with.

This is an important requirement for our 8th semesters Strategic Management course.

We would be highly obliged if you kindly accept the contents of this term paper. Although

we have put our best efforts, yet it is very likely that the term paper will contain mistakes

that are unintentional. So we hope that the term paper will be worthy of your consideration.

We also want to thank you for your kind support and patience.

Thank you,
Sincerely yours,
Ataul Mumin ID: B1405008 ...
Sakib Ahmed ID: B1405085 ...
Shailee Jahan ID: B1405137 ...
Md. Imrul Islam Joy ID: B1405138 ...

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ACKNOWLEDGEMENT
At first particularly we are thankful to the almighty Allah for bestowing us and to give us

the effort to complete this task.

Strategic Management is a really interesting course and we were blessed with a very

talented teacher like Mohammad Rabiul Basher Sir. Alhamdulillah. Preparing a term

papers like this leaves us with a store of knowledge. For that we thank our course teachers

Mohammad Rabiul Basher Sir.

We are really grateful to our sir for teaching us in a very easy way and guiding us till the

completion of this term paper with patience and care.

At last we also would like to thank our batch mates & everyone else who helped us to

complete this paper. Very special thanks to our senior brothers and sisters for lending their

hands for us.

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EXECUTVE SUMMARY
In this term paper we tried to find out Role of Strategic Leadership on both group and

organizational performance. We collected almost all the data from the secondary sources

and tried to present them through our own understandings with an original outlook. So we

can vouch for the originality of this term paper.

Strategic leadership has significant impact on the group and organizational performance.

Especially it helps to determine the vision and mission of the organization. Strategic

leaders facilitate the organization to resort to effective strategies so that it can achieve its

vision. The purpose of this paper is to find out the role of leadership in various processes

of an organization- from strategy formulation to implementation. We found that strategic

leaders serve as links between the soul and the body of an organization. For the successful

implementation of strategies, the challenge of leadership is very interpersonal. They need

to be strong but not rude, be kind but not weak, be humble but not timid, be proud but not

arrogant, have humor but without folly. Leadership has to ensure the effectiveness of all

the processes an organization goes through. They should be able to ensure the

sustainability and constant growth of the organization.

We tried to evaluate the role of strategic leaders from the global perspective. We also tried

to analyze the role of strategic leaders from the perspective of the Bangladeshi

organizations. Our senior brothers and relatives who are working in many renowned

Bangladeshi firms, helped us a lot in identifying these roles.

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Contents
LETTER OF TRANSMITTAL ................................................................................................ i
ACKNOWLEDGEMENT .................................................................................................... ii
EXECUTVE SUMMARY .................................................................................................... iii
CHAPTER 1: INRODUCTION ..................................................................................... 1
1.1 Introduction: ......................................................................................................... 1
1.2 Background of the study: ...................................................................................... 1
1.3 Scope of the study: ............................................................................................... 2
1.4 Problem Statement: .............................................................................................. 2
1.5 Research Question: ............................................................................................... 3
1.6 Research Objectives: ............................................................................................ 4
1.6.1 Broad Objective: ............................................................................................ 4
1.6.2 Specific Objective: ......................................................................................... 4
1.7 Significance of the study: ..................................................................................... 4
1.8 Summary: ............................................................................................................. 5
CHAPTER 2: LITERATURE REVIEW ....................................................................... 6
2.1 Introduction: ......................................................................................................... 6
2.2 Dependent Variable: ............................................................................................. 8
2.3 Factors Affecting Dependent Variable: ................................................................ 8
2.4 Independent Variable: .......................................................................................... 9
2.5 Framework of the research: .................................................................................. 9
2.6 Gap of the study: ................................................................................................ 10
2.7 Summary: ........................................................................................................... 11
CHAPTER 3: METHODOLOGY ............................................................................... 12
3.1 Introduction: ....................................................................................................... 12
3.2 Research Design: ................................................................................................ 12
3.3 Population, Sample and Size: ............................................................................. 13
3.4 Data Collection Process: ..................................................................................... 13
3.5 Data Analysis Techniques: ................................................................................. 13
3.6 Summary: ........................................................................................................... 13
CHAPTER 4: ANALYSIS AND FINDINGS ............................................................. 14
4.1 Introduction: ....................................................................................................... 14
4.2 Analysis: ............................................................................................................. 14
 4.3 Findings: ............................................................................................................. 14
4.4 Summary: ........................................................................................................... 15
CHAPTER 5: RECOMMENDATIONS AND CONCLUSION ................................. 17
5.1 Recommendations: ............................................................................................. 17
5.2 Conclusion: ......................................................................................................... 19
REFERENCE(S): ......................................................................................................... 21
CHAPTER 1: INRODUCTION

1.1 Introduction:

Strategic Leadership is the ability of the strategic leader to influence others to voluntarily

make decisions that enhance the prospects for the organizations long-term success while

maintaining long-term financial stability. Different leadership approaches impact the

vision and direction of growth and the potential success of an organization. To

successfully deal with change, all executives need the skills and tools for both strategy

formulation and implementation. Managing change and ambiguity requires strategic

leaders who not only provide a sense of direction, but who can also build ownership and

alignment within their workgroups to implement change. The business world is changing

more rapidly and more dramatically than ever before: technology, globalization,

competition, the rise of business superpowers, have fundamentally reshaped the business

environment. To deal with such a complex and dynamic environment, organizations need

experienced people with well-developed leadership abilities and acumen. This article will

briefly address the nature and importance of organizational leadership, and will then focus

primarily on leadership at the senior management level of the organization, and in

particular on the nature, the roles and the leadership styles of this critical group of

management.

1.2 Background of the study:

Leadership is a process whereby an individual influences a group of individuals to achieve

a common goal. Leadership is a very important part in both Organizational Behavior and

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Human Resource Management. This study is about the role of strategic leadership on both

group and organization performance.

1.3 Scope of the study:

The scope of the research study is focused on the students enrolled in business institutes

and universities in business administration and studying various courses in their BBA

/MBA program who are doing their part time jobs in various organizations.

1.4 Problem Statement:

Managing people in Organizations is parts and parcel of management Process. Therefore,

managers should realize, that people are the critical elements in organizations and that

they should be recognized as being synonymous with the organization. But the problem

is, to what extent do managers recognize this fact that employees are synonymous with

organizations and that they should be adequately motivated so that they can give their best

to ensure high performance? Again the leadership behavior/style in most organizations

which believe that workers could be treated anyhow as a result of unemployment situation

in the country which makes job switch difficult has resulted in the hardship workers face

in their places of work in Organization. This behavior/style of leadership has an impact

on reforming and/or creating organizational culture which in turn affects organizational

performance and commitment. So given this situation, how effective can a leader be to

elicit the best response from subordinates and make for the highest or best performance

(Usoro, 2000). Furthermore, some researchers are of the opinion that the most common

problems affecting organizational performance in Organization businesses and other

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institutions are poor attitude to work among the workforce, inefficiency and

ineffectiveness of leaders in most places, others still belief that organizations in

Organization are managed through leadership styles and behaviors that are strange to

typical Organization culture.

Therefore, this study will be investigating the following.

- To examine the impact of effective leadership on organizational performance.

- To study the effect of leadership behavior on the execution State.

- To suggest recommendations aimed at engendering effective leadership

1.5 Research Question:

The purpose of this study was aimed at understanding the strategic leadership both in

organizations and groups. Decision-making is about facing a question, to be the one you

want to be or not to be. The research questions were:

1. How can quality and sound leadership decision making process be improved in major

organizational operations?

2. What factors facilitate the implementation of a successful leadership process in

organization?

3. What are the best processes of uncovering strategies to fend off decision-making errors

in any organization?

The researcher believed that the answers generated from the above and other related

questions that have emerged in the course of this study may provide meaningful and useful

insights to organizational leaders and managers in their decision making processes.

Organizational decisions are at the heart of leader triumph, and at times there are critical

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moments when they can be difficult, confounding, and terrifying. However, the bravest

decisions are the safest.

1.6 Research Objectives:

1.6.1 Broad Objective:

To know about the impact of bad leadership practices in the organization

Principles for an effective strategic leadership practices

How strategic leadership changes the organization both positively and negatively

The way of create effective strategic leadership

1.6.2 Specific Objective:

Strategic leadership planning

Roles and responsibilities of leaders

To know about the importance of effective leadership practices in the organization

To know about the tools and techniques of strategic leadership

1.7 Significance of the study:

The significance of any research study lies in the application of its findings for operational

purpose. It is believed that this study will be of immense importance because the empirical

finding will reveal how effective leadership impacts on organizational performance.

Again, leadership is viewed by some researchers as one of the driving forces for improving

a firms performance. That is why effective leadership is seen as a potent source of

management development and sustained competitive advantage for organizational

performance improvement. This is because leadership helps organizations achieve their

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objectives more efficiently by linking job performance to valued rewards and by ensuring

employees have the resources needed to get the job done.

Another theoretical significance of this study is that when organizations seek efficient

ways to enable them to outperform others, a long standing approach is to focus on the

effects of leadership. This is because team leaders are believed to play a vital role in

shaping collective norms, helping teams cope with their environments and coordinating

collective action. The absence of leadership is so dramatic in its effects. Without

leadership, organizations move too slowly, stagnate and lose their way.

If decision making is timely, complete, and correct, than things will go well, yet a decision

by itself changes nothing. After a decision is made, an organization faces the problems of

implementation how to get things done in a timely and effective way.

1.8 Summary:

Strategic Leadership has been defined in many different ways, but most definitions share

the assumption that it involves an influence process concerned with facilitating the

performance of a collective task. Most researchers evaluate Strategic leadership

effectiveness in terms of the consequences for followers and other organization

stakeholders, but the choice of outcome variables has differed considerably from

researcher to researcher. Most researchers deal only with a narrow aspect of leadership,

and most empirical studies fall into distinct lines of research such as the trait, behavior,

power, and situational approaches.

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CHAPTER 2: LITERATURE REVIEW

2.1 Introduction:

A comprehensive leadership review by House and Aditya (1997) described the body of

strategic leadership research as mostly case studies, neglected by empirical studies, and

largely a theoretical and until recently largely unresearched. Moreover, they emphasized

the paucity of research on the relationship of strategic leadership with organizational

performance (House & Aditya, 1997). A recent review has also called for more research

on strategic leadership (Gardner et. al, 2010). The literature provides several perspectives

that help define strategic leadership. One perspective focuses on 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 et al., 2009, p.

4). These researchers have defined the scope of strategic leadership to include CEOs, the

heads of business units, TMTs, boards of directors (Finkelstein et al., 2009), and dominant

coalitions (Boal & Hooijberg, 2000). Hambrick (2007) has defined strategic leadership as

being concerned with the entire scope of activities and strategic choices of the individuals

at the pinnacle of the organization. This definition emphasizes the relational aspects in

terms of both strategic and symbolic activities (Cannella, 2001). For the purpose of this

article, we will view strategic leadership as being concerned with the leadership of

organizations as opposed to in organizations (Boal & Hooijberg, 2000). Several

leadership styles are relevant to strategic leadership, particularly those that focus on leader

behavior and that have been the subject of more recent investigation. Here, it is aimed to

examine the more established behavioral styles of transactional, transformational, and

paternalistic leadership.

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Transformational leadership emphasizes inspiration, motivation, challenge, vision,

personal development and superior performance by followers. There is also considerable

evidence that transformational leadership is effective, and it is positively related to

subordinate satisfaction, motivation, and performance (Bass, 1999). As to the

transactional approach, it makes a strong link between leadership and the ability to

motivate goal attainment and improved performance through reward structures. An

emphasis is therefore placed on interpersonal communication and contingent

reinforcement (Bass, 1985). These leaders are good at traditional management functions

such as planning and budgeting and generally focus on the impersonal aspects of job

performance. Transformational leadership emphasizes the importance of followers in the

leadership process and goes beyond traditional transactional models, and also broadens

leadership to include a focus on follower development (Northouse, 2001). This approach

also places a strong emphasis on morals and values (Bass and Steidlmeier, 1999).

Understanding the various leadership styles including their potential benefits and

limitations will help organizations and leaders improve performance and respond to the

changes in resources, technologies, marketing methods, and distribution systems because

of market globalization.

Fikret-Pasa and her colleagues (2001) found that four types of universal leader behaviors

were dominant in Turkish organizations: Transactional and team-oriented, Paternalistic

and considerate, Laissez-faire and Autocratic and hierarchical. In the context of the

study, besides transformational and transactional leaderships, paternalistic style is taken

in consideration as a strategic leadership style. Paternalism is a complex construct that has

controversial descriptions (Aycan, 2005). It is defined by Aycan as the principle or

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system of governing or controlling a country, group of employees, etc. in a manner

suggesting a fathers relationship with his children. This definition implies that

paternalism occurs in a dyadic and hierarchical relationship between a superior and

subordinate, and that there is a role differentiation in this relationship (Aycan, 2005). That

is, the paternalistic superior behaves in such a way as to create a family atmosphere at the

workplace, establishes close and individualized relationships with his or her subordinates,

and involves in non-work domain in his or her relationships with his or her followers.

2.2 Dependent Variable:

A factor or phenomenon that is changed by the effect of an associated factor or

phenomenon called the independent variable. In this paper, we try to collect some

dependent variable based on independent variable for proper analysis. Dependent variable

is used to result by depending on independent variable.

2.3 Factors Affecting Dependent Variable:

There are some factors that affect dependent variable, which are:

Organizational strategies are clearly communicated which is very helpful to us

Organizational strategies guide the identification of skills and knowledge we need

to have

People willing to change when new organizational strategies require it

Collects information from employees about how well things work

We review our work processes regularly to see how well they are functioning

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2.4 Independent Variable:

The independent variables are used to predict the relationship with the dependent

variables. In study situations, such a simple one-on-one relationship needs to be

conditioned or revised to take other variables into account. A moderating variable is a

second independent variable that is included because it is believed to have a significant

contributory or contingent effect on the originally stated relationship. Whether a given

variable is treated as an independent or a moderating variable depends on the hypothesis.

In our paper, the independent variables are:

Determining strategic direction

Exploiting and maintaining core competencies

Developing human capital

Sustaining effective corporate culture

Emphasizing ethical practices

Establishing strategic controls

2.5 Framework of the research:

The ultimate purpose of research is scientific explanation - to discover and document

universal laws of human behavior. Because research is systematic and controlled, it has

the potential for fewer errors. People accordingly have confidence in the outcomes of

empirical scientific research. Empirical refers to the way scientific information is collected

through the senses and specialized scientific techniques. In scientific research, the

researchers personal beliefs are put outside the scientific investigation and the ideal of

objectivity is pursued. Different techniques may be used to accomplish the objective of

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exploration of a particular issue. Broadly speaking, both qualitative and quantitative

techniques can be used and are the most frequently used approaches. These two research

paradigms are often positioned as opposing approaches. Even though there is no specific

rule prescribing that only one approach may be used in research, researchers usually

embrace only one of the two approaches. Mixed methods research has gained visibility in

the last few years, although limitations persist regarding the scientific caliber of certain

mixed methods research designs and methods. The need exists for rigorous mixed

methods designs that integrate various data analytic procedures for a seamless transfer of

evidence across qualitative and quantitative modalities. Such designs can offer the

strength of confirmatory results drawn from quantitative multivariate analyses, along with

deep structure explanatory descriptions as drawn from qualitative analyses

2.6 Gap of the study:

Paper has confirmed that leader behavior influences group and organizational behavior,

but less is known about how top leadership ensures that group and organizational members

implement their decisions. It is the alignment across hierarchical levels that really matters.

This section deals with the problem statement for this study. The positive relationship

between strategic leadership and strategic alignment in high performing companies has

not been empirically investigated in South Africa. More specifically, the focus of this

study was to establish the importance of the strategic leadership criteria and the extent of

the relationship between the strategic leadership criteria and strategic alignment in high-

performing companies.

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2.7 Summary:

Leadership is all about getting people to work together to make things happen that might

not otherwise occur or prevent that which ordinarily would take place. Leaders must

cultivate a meaningful relationship in all businesses that requires clear, honest, and

reciprocal communication. Leadership position involves motivating others and one way

to accomplish this is through a process of sharing information in the system decision

making. It is believed that in organizations, leaders have a moral responsibility to take

care of their followers and help them develop their personal cares, to be a consultant for

followers personal problems. They must decide on their values and set goals to insure a

fruitful decision-making process. Therefore, before making a final decision or taking any

course of action, leaders must discover or create a set of alternative courses of action and

gather information about each. Having gathered the information with which to make a

decision, they must apply information for each course of action to predict the outcomes of

each possible alternative and make a decision for implementation. Several leadership

styles are relevant to strategic leadership, particularly those that focus on leader behavior

and that have been the subject of more recent investigation. In this study, the more

established behavioral styles of transactional, transformational, and paternalistic

leaderships were interrogated in the organization and group.

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CHAPTER 3: METHODOLOGY

3.1 Introduction:

To meet the research objectives of this study, a survey was developed to determine what

influences a students choice of major and career. The questionnaire consisted of 30

questions pertaining to the size of the school that students attended the environment

students grew up in, and the organizations in which students participated. The

questionnaire also included questions to determine how important specific job skills and

courses are to students. A scale of 1 to 5, with 5 being very important and 1 being not

necessary, was used.

3.2 Research Design:

A research design is the set of methods and procedures used in collecting and analyzing

measures of the variables specified in the research problem research story. The design of

a study defines the study type (descriptive, correlation, reviews, meta-analytic) and

subtype (e.g., descriptive-longitudinal case study), research problem, hypotheses,

independent and dependent variables, experimental design, and if applicable, data

collection methods and a statistical analysis plan. Research design is the framework that

has been created to find answers to research questions. In studies of this nature, coherent

and logical arrangement of materials isvery vital. This section handles how data is

collected for this study to buttress the initial statement, this section deals with the

description of procedure adopted in carrying out the study. It describes the research

design, source; of data, instruments for data collection, establishment of research

questions, population of the study, sample size and technique of data analysis.

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3.3 Population, Sample and Size:

Our population is the university students who are close to choose their career. Those who

are doing their part time job in various organizations. From the population we collect data

from 25 students and analyze the data.

3.4 Data Collection Process:

For analysis the data, first of all we set a questionnaire and we asks the students personally.

We talk to them by following the question pattern. We talk with total 25 students who are

very conscious about their career and collect the data.

3.5 Data Analysis Techniques:

We try to analysis the data by Strategic leadership questionnaires, Critical criteria,

Employee questionnaires and we follow the three types of validity: (1) predictive validity,

(2) content validity, and (3) construct validity. We use the factor analysis, reliability

3.6 Summary:

In this chapter, we show the procedure of collecting data and how we can calculate the

research. We get the information by talking with some students and prepare a

questionnaire for collecting data.

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CHAPTER 4: ANALYSIS AND FINDINGS

4.1 Introduction:

We are using graph for showing the result. In the graphical figure we mention the

analytical information. In this graph we show the entire element that we include in our

questionnaire.

4.2 Analysis:

Correlation analysis and Spearman correlation coefficients were used to describe the

relationship between the independent and dependent variables and to test the hypotheses.

Scatter plots were utilized to depict the relationships and regression analysis performed to

determine the inferential relationships between the variables.

4.3 Findings:

Strategic leadership is different than two other popular leadership styles, managerial and

visionary. Managerial leaders are primarily immersed in the day-to-day activities of the

organization and lack an appropriate long-term vision for growth and change. Strategic

leaders understand their market and their resources, and have a clear vision as well as

highly defined business goals. They envision others and work along with them in order to

create a viable future for the company. The findings of this term paper support this ability

of strategic leaders to think into the future. The results also show that strategic leadership

is influenced by many sources. The leaders background and experiences, and their

resulting characteristics and skills play a dominant role in their ability to lead strategically.

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There is evidence that strategic leadership is too complex and too broad for one person to

manage exclusively. It can therefore be concluded, that strategic leadership combines

several leaders in a leadership team with complementary backgrounds, skills and

characteristics as well as cultures to achieve the best possible results in the market.

It can therefore be concluded that strategic leadership can lead to a sustained competitive

advantage in the market place. The aim of strategic leadership is to make human and social

capital effective for the company. Strategic leaders enhance and develop a companys

resources to create value for the organization

It is unfortunate that, in spite of all the benefits, many organizations still implement

structures or routines that constrain and discourage strategic leadership. If strategic

leadership are to emerge, an organization must offer them autonomy and protection. They

need to be free to envision a future as they see it and implement growth strategies without

interference. They need to be protected from the managerial leaders in the organization,

who might try to impose rigid financial controls at the expense of strategic controls.

4.4 Summary:

Decision making are one of the most dynamic, challenging, and ongoing concept in every

organization. They affirmed that leaders and managers of all levels should consider the

general interest of the people they are serving in their decisions while encouraging

effectiveness. Findings indicated that there is a great need for change and improvement in

decision making among organizational executives while accommodating technology,

diversity, globalization, policy, teamwork, and strategic leadership effectiveness. The

answers generated from both the research and the interview questions really contributed,

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provided a meaningful and useful insights to this study. Finally, decision making in

organization is an ongoing process. In that regard, there is need for future research on

strategic leadership decision making. Thus, the strategic leadership ability to understand

the factors that influence decision making process in their business is important and a

major key to understanding what decisions are made for the progress of the organization.

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CHAPTER 5: RECOMMENDATIONS AND CONCLUSION

5.1 Recommendations:

Leaders seek to influence the actions, beliefs and the feelings of others. Effective strategic

leadership requires connecting with people and their needs as well as the needs of the

strategic leadership situation.

Figure: Leaders increasing impact on their performance

Guidelines for impactful strategic leadership for both in organization and group

Use more planning for a long, complex task:

A long complex task is one that involves many interrelated activities performed by a

large group of people over a considerable period of time. Completing the task

successfully on time with expenditure of minimum resources requires careful

planning of the activities. Planning is most useful when he steps necessary to carry

out the task are known in advance, and the environment is relatively predictable.

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 Consult more with people who have relevant knowledge:

Need for more participative strategic leadership when the task is complex and

unstructured and subordinates (or team members) have relevant knowledge and

creative ideas about how to perform the task.

Provide more direction to people with interdependent role:

Role interdependence among group members increases role ambiguity, because it

requires frequent mutual adjustments in behavior. A team will not achieve high

performance unless the actions of its members are closely coordinated.

Provide more direction and briefings when a crisis occurs:

The need for more direction is especially great for a team that must react quickly in a

coordinated way to cope with a serious crisis or emergency for which it is unprepared.

Monitor a critical task or unreliable person more closely:

Monitoring provides information needed to detect and correct performance problems.

Moore frequent and intensive monitoring is appropriate for a critical task that

involves high exposure.

Provide more coaching to an inexperienced subordinate:

When the work is complex and a subordinate is inexperienced at doing it, more

instruction and coaching by the leader is needed.

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 Be more supportive to someone with a highly Stressful task:

People in some situation for example stress in relations (critical, abusive customers),

dangerous conditions (firefighting, combat, police work), unreasonable demands,

uncontrollable problems have more need for emotional support, which may be

provided by a leader, co-workers, and other people outside the organization.

5.2 Conclusion:

The leader is a person, anyways, who can have different competencies, capabilities and

characteristics. Different scholars present different theories and discuss the characteristics

of strategic leadership. They also point out some capabilities of a leader which can make

him more effective in managing the organizations. Different strategic leadership styles are

also presented by the researchers which a leader can adopt to become more effective in

managing organizations and the process of organizational change. As we know that the

organizational change is a challenging process and the successful changes are those which

are made by taking future trends into an account. To conclude the process of

organizational change with success, some characteristics of a leader are relatively more

important. The strategic leadership is eagerly needed for organizations, which is well

capable to predict the essential alterations and changes, in advance and create required

commitment and highly suitable atmosphere for worker and teams to understand and adopt

these changes successfully. Vision of a leader is one of those several characteristics, which

a leader can have to initiate and implement successful organizational change. Vision is an

ability of a leader to perceive future and future trends in accurate way. Vision of a leader

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can also prove helpful to motivate the teams and employees within an organization. The

other important characteristic which a leader can have, regarding to the matter of

organizational change, is an innovative approach of a leader. The innovative approach of

leaders may lead a company towards a sustainable success and can better formulate the

organizational strategy for desirable future for organization. The innovative approach of

a leader can be defined as an ability of a leader to think, decide and act in a new or unique

way. This approach of a leader can also promote and cultivate the innovative culture

within organizations by motivating other to bring new ideas and provide proper

infrastructure to convert these ideas into reality. By acknowledging the importance of

vision and innovative approach as competencies of strategic leadership it is also true that

there are other important characteristics of strategic leadership which has an effect on the

effectiveness of leaders while managing organizations and organizational change.

Moreover it is also a fact that role of leader is not a single important factor while

addressing the process of organizational change. There are several other factors which are

important and have an ability to affect the process of organizational change and its results.

Accepting the all limitations it is still believed that strategic leadership has an important

role in managing organizations and organizational change and a capable leader along with

the characteristics of vision and innovative can make can prove more effective in

managing organizations and organizational process.

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REFERENCE(S):

[1] 10 Principles of Strategic Leadership [https://www.strategy-business.com/article/10-

Principles -of-Strategic-Leadership?gko=25cec

[2] Strategic leadership [https://en.wikipedia.org/wiki/Strategic_leadership]

[3] The Nine Roles of Strategic Leadership - Development Dimensions

[www.ddiworld.com/ddi

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[4] Strategic Leadership - Definition and Qualities of a Strategic Leader

[https://management studyguide.com/strategic-leadership.htm]

[5] 10 Principles of Strategic Leadership [https://www.strategy-business.com/article/10-

[6] Hersey-Blanchard Situational Leadership Theory [http://www.leadership-

central.com/situational-leadership-theory.html#axzz4ztRfJzaf]

[7] THE STRATEGIC ENVIRONMENT

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leadership]

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[https://www.ccl.org/multi media/podcast/becoming-a-strategic-leader/]

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[10] Moving from an operational role to a strategic leadership role

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from-an-operational-role-to-a-strategic-role]

[11] The Role of Leadership in Strategy Formulation and Implementation

[https://pdfs.sem anticscholar.org/8a6c/075802c9e5004d9a15bdf069a869b3231152.pdf]

[12] Business and Strategic Leadership MSc - Cranfield University

[https://www.cranfield.ac.uk/som/management-and-leadership-masterships/business-

and-strategic-leadership]

[13] Strategic Leadership: Concepts, skills, style, and process. Journal of Management

Development, 1991, S. Stumpf and T. Mullen.

[14] Blake, R. R., & McCanse, A. A. (1991), Strategic leadership DilemmasGrid

Solutions Houston: Gulf Publishing.

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