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CHAPTER NINE

CHAPTER NINE. UPPER ECHELON VIEW: STRATEGIC LEADERSHIP. Learning Objectives. Differentiate between micro and upper-echelon leadership. 2. Describe the domain and roles of strategic leaders in the management of an organization.

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CHAPTER NINE

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  1. CHAPTER NINE UPPER ECHELON VIEW: STRATEGIC LEADERSHIP

  2. Learning Objectives • Differentiate between micro and upper-echelon leadership. 2. Describe the domain and roles of strategic leaders in the management of an organization. 3. Identify the external and internal factors that impact strategic leaders’ discretion. 4. List the individual characteristics of strategic leaders and their impact on their style.

  3. Learning Objectives (cont’d) • Contrast the four strategic leadership types and discuss the role of culture and gender in strategic leadership. • Explain the processes through which strategic leaders manage their organization. • Review issues of executive compensation and accountability.

  4. Strategy Culture Structure Technology Leadership Leadership Environment ORGANIZATIONS Strategic Forces

  5. Differences Between Lower Level and Upper Echelon Leaders • Who the leader is • Scope of responsibility • Focus • Effectiveness criteria

  6. Moderating Factors Leadership Characteristics Strategy Formulation Strategy Implementation Performance Dual Role Of Upper Echelon Leaders

  7. External Moderators Of Executive Discretion • Environmental uncertainty • Type of industry • Market growth • Legal constraints

  8. Internal Moderators Of Executive Discretion • Stability • Size and structure • Organizational culture • Stage of organizational growth • Presence, power, and makeup of TMT

  9. Challenge Seeking Risk taking Openness to change Willingness to innovate Future orientation Need for Control Delegation Centralization Uniformity of practices Focus on process Themes In Upper Echelon Style

  10. High challenge- seeking CHALLENGE- SEEKING Low challenge- seeking High control Low control NEED FOR CONTROL Strategic Leadership Dimensions HIGH-CONTROL INNOVATOR (HCI) Challenge-seeker who maintains tight control over organization PARTICIPATIVE INNOVATOR (PI) Challenge-seeker who delegates control of organization STATUS QUO GUARDIAN (SQG) Challenge-averse who maintains tight control over organization PROCESS MANAGER (PM) Challenge-averse who delegates control of organization

  11. Environment • Direct decisions • Allocation of resources • Reward system • Selection of other leaders • Promotions • Role-modeling Strategy Culture LEADER Structure Leadership Technology Processes Leaders Use To Impact Their Organization

  12. Direct Decisions • Vision • Mission • Strategy • Structure • Organizational culture • Selection of other leaders

  13. Allocation of Resourcesand Reward System • Decisions regarding funding and budgets • Allocation of resources to support goals • Formal rewards, such as salary and bonuses • Informal rewards such as recognition • Promotion of other leaders and managers

  14. Setting the Norms and Role Modeling • Setting decision criteria and rules by which others make decisions • Active or subtle role modeling of behaviors and styles

  15. Responsibility Of Upper Echelon Leaders • Organizational performance • Accountability to various internal and external constituents • Ethical behavior and role-modeling

  16. Factors that Affect Executive Salaries • Firm size • Industry competition • C.E.O. power and discretion • Internationalization • High stress and instability

  17. Leading Change:Sari Baldauf of Nokia • Extensive experience in the industry • Recognizes need for flexibility and change • Focus on using teams • Partnerships with universities

  18. Leadership In Action:Fernando Capellàn • President of largest private employer in Dominican Republic • Focus on employees and community first and profit second • Extensive programs to educate and support employees and their families • Participation from employees

  19. The Leadership Challenge • C.E.O. involvement in nomination of board members helps assure that members with the right skills and expertise are selected • Those nominated by C.E.O. may have a conflict of interest and a positive bias towards the C.E.O. • Creation of a balance of members nominated by different stakeholders is essential

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