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Chapter 11

Chapter 11

3 Pages

Administrative Studies
Course Code
ADMS 4900
Kelly Thomson

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Feb.06/2014 Lecture 5 Chapter 11—Strategic Leadership: Creating a Learning, Ethical and Socially Responsible Organization - important to build a learning organization and ethical organization for leader to advance towards organization’s goals and objectives Leadership: Three Interdependent Activities - is proactive, goal orientated, and focuses on the creation and implementation of creative vision - process of transforming what firm is to what the leader would have them become - leadership and strategic management go hand in hand ~ involve guiding firm to goals, identifying visions - effective manager: ~ provide subordinates with sense of purpose and identity ~ create opportunities ~ motivates ~ makes resources available to achieve goals ~ contributes to success of organization as a whole - managerial leader preserving order, applying expertise to functional area, ensuring compliance with rules and regulations, creating new order, predictability, efficiency in their area of responsibility ~ Glen Rowe: only recognize reward/punishment as tools to influence subordinates - strategic leader comfortable in overseeing their operating responsibilities, proactively looking at situations, shape ideas, take risks, make choices that can make a difference in their firm ~ Glen Rowe: able to influence other in day-to-day decisions that make them more viable to the organization and make appropriate investments for the future while maintaining appropriate level of stability in the present - leaders are change agents whose success is measured by how effectively they formulate and implement strategic vision and mission - leaders must recognize three interdependent activities: 1. setting direction 2. designing organization 3. nurturing culture dedicated to excellence and ethical behavior 1. Setting Direction - leaders need to have a good understanding of who the stakeholders are ~ integrate this information into what the company can become - benefits of strategic vision: ~ clear future direction ~ framework for firm’s mission and goals ~ enhanced employee communication, participation and commitment - bullet train thinking if you want to double the speed you need to think outside the box 2. Designing the Organization - problems implementing their vision may arise from: ~ lack of understanding of responsibility among managers ~ reward systems don’t motivate individuals toward firm’s goals ~ inadequate budgeting and control system ~ insufficient mechanisms to integrate activities across firm 3. Nurturing and Excellent and Ethical Culture - leaders play a big role in changing, developing and sustaining organization’s culture - executives and top management must accept personal responsibility or developing and strengthening ethical behavior through organization - have to show that such behavior is central to the vision and mission of the firm - role models, corporate credos, codes of conduct, reward and evaluation systems, policies and procedures can all help company become ethical Elements of Effective Leadership 1. Integrative Thinking - considering two conflicting ideas simultaneously, without dismissing one or becoming discouraged about reconciling them - about reconciling opposing thoughts and identify creative solutions that provide them with more options and alternative - elements of integrative thinking: ~ salience take stock of what features of the decision you consider relevant and important; look at all features ~ causality make mental map of the causal relationships between the features ~ architecture use mental map to arrange sequence of decisions that will lead to specific outcome; more than one path and no path is right or wrong ~ resolution make your selection - integrative thinking not to be looked at as a trade-off but instead a method for synthesizing opposing ideas into creative solution - can be learnt 2. Overcoming Barriers to Change - why do people resist change: ~ vested interests in the status quo (ie: risk averse) ~ there are systematic barriers—design of organization’s
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