Course Code: MOL 731

Course Title: Strategic Leadership

Credit Hours: 2
Course Description

This course provides the students with understanding on the importance of strategic
management for the excellent performance and development of an organization. Through an
examination of the basic concepts of strategic management and the increasing challenge of
leaders, students will further their capacity to be strategic thinkers. Alternative approaches to
creating strategies are reviewed and critiqued. A capacity for interpreting the internal and
external environments is emphasized, with particular emphasis on the turbulent, evolving
context of the organization. The course will increase students’ competences in strategic
planning and constructing, formulating, implementing and evaluating strategies from the
perspectives of internal and external organizational environments

Course Objectives

On successful completion of this course, students will be able to:

 Recognize and understand theoretical approaches in the field of strategic

management,
 Apply their theoretical knowledge to work life strategic planning and decision-
making situations,
 Engage in consultative leadership through consulting and involving in strategic
planning processes
 Critically assess the challenges of internal and external environments in reflection
to the mission and vision of the organization,
 Demonstrate their leadership skills in different stages of the strategy process,
 Develop strategic management as a tool to continuous evaluation and
improvement,
 Apply strategic management as a tool for organizational development,
 Evaluate and utilize the impact of performance management on achievement of
strategic goals and organizational excellence.
Course Contents

Chapter One: What Is Strategic Leadership?

1.1 The Definition and Focus of Strategic Leadership
1.2 What Makes Strategic Leadership Different?
1.3 Where Strategic Leadership Falters
1.4 The Work of the Strategic Leader
1.5 The Learning Process
1.6 Defining Strategy as a Learning Process
1.7 Driving Strategy as a Learning Process
Chapter Two: Strategic Thinking
2.1 The Artful Nature of Strategic Thinking
2.2 Developing Your Strategic Thinking
2.3 Making Common Sense
2.4 Systems Thinking
2.5 Long-Term Patterns
2.6 The Big Picture
2.7 Complex Interactions
2.8 How Strategic Thinking Relates to Acting and Influencing
Chapter Three: Strategic Acting
3.1 The Nature of Strategic Action
3.2 Set Clear Priorities
3.3 Create Conditions for Others’ Effectiveness
3.4 Make Strategy a Learning Process
3.5 Act Decisively in the Face of Uncertainty
3.6 Act with the Short Term and Long Term in Mind
3.7 Have the Courage of Your Convictions
3.8 How Strategic Acting Relates to Thinking and Influencing
Chapter Four: Strategic Influence
4.1 Influence and the Strategy Process
4.2 The Multiple Directions of Strategic Influence
4.3 Developing Your Strategic Influence Capability
 4.4 Start to Influence Others by Looking at Yourself
4.5 Examine and Build Your Credibility Base.
4.6 Build a Foundation with Others
4.7 Engender Unnatural Relationships
4.8 Be Mindful of the Political Landscape
4.9 Influence Others by Involving Them in the Process
Chapter Five: Strategic Leadership Teams
5.1 The Definition and Role of Strategic Leadership Teams
5.2 SLTs Exist throughout the Organization
5.3 When SLTs Fail
5.4 Strategic Thinking, Acting, and Influencing in SLTs
5.5 Strategic Leadership Teams and the Learning Process
5.6 Developing Your Own Strategic Leadership Team
Chapter Six Making Strategy a Learning Process in Your Organization
6.1 Organizational Conditions That Support Strategy as a Learning Process
6.2 The Underlying Conditions: Culture, Structure, and Systems
6.3 The Role of Leadership Strategy in Making Strategy a Learning Process
6.4 Improving Your Organization’s Leadership Strategy
Chapter Seven: Becoming a Strategic Leader
7.1 Developing Your Strategic Leadership
7.2 Assessing Where You Are
7.3 Sort the Data into SWOT Categories
7.4 Understanding Who You Are and Where You Want to Go
7.5 Learning How to Get There
7.6 Identify Your Own Developmental Strategic Drivers

Mode of Delivery

A combination of the following major methods of delivery will be used for each course of the
MOL Program:
 Lecture (for practically) all courses
 Individual & or group Assignment /projects / term papers,
  Class presentation and discussion by students.
 Case analysis depending on the nature of the course.
Assessment Scheme
 Case Analysis 30%
 Two Term Papers 20%
 Final Exam 50%
 Total 100%
Text books
 Richard L. Hughes, Katherine Colarelli Beatty (2005) Becoming a Strategic Leader
Your: Role in Your Organization’s Enduring Success, 1st ed., John Wiley & Sons.
 Don Argus, Danny Samson (2021) Strategic Leadership for Business Value Creation
Principles and Case Studies. 1st ed. Springer Nature Singapore Pte Ltd. 2021
References books

Catsioloudes, MI. (2006). Strategic Management: Global Cultural perspectives for Profit and
Non-profit Organizations. UK: Elsevier
Stickland, A.J. & Thompson, A. (1998). Strategic Management. 10th ed. USA: McGraw Hill.
BoB de Wit & Meyer Ron. (2004). Strategy: Process, Content, Context. 3 rd ed. North
YorkShire: Southwestern.
Hill CW. and Jones G. (2008) Strategic Management an Integrated Approach, 9 th Edition,
South western publishers.
Jay B. Barney and W.S. Hesterly, strategic management and competitive advantage:
concepts, 3rd ed., 2010, Pearson education Inc.
Strategic Management: competitiveness and Globalization. Hitt, Ireland and Hoskisson
Thomson and Strickland (2002). Strategic Management, 12thed, TMH
Glueck, William F, Strategic Management and Business policy, New York, McGraw Hill.
Hax, Ac and Mujluf,Ns. Strategic Management. Englewood Cliffs, New Jersey. Prentice Hall
Inc.