Mata kuliah : J0782 - Kepemimpinan Entrepreneurial Global
Tahun
: 2010
Kepemimpinan Strategis oleh
Eksekutif
Chapter 12
Learning Objectives
•
Understand what organizational processes determine
an organization’s performance.
• Understand how top executives can influence
organizational processes and improve organizational
performance.
• Understand the conditions that make strategic
leadership especially important.
• Understand the conditions that make it more difficult
for a chief executive to make changes in an
organization.
Learning Objectives (Cont.)
•
Understand how personal traits and tenure in office
are related to a chief executive’s leadership behavior.
• Understand the primary types of research used to
assess the importance of strategic leadership and
what has been found.
• Understand the potential advantages of executive
teams and the conditions that increase their
effectiveness.
• Understand the procedures that can be used to
monitor the environment and formulate a good
competitive strategy.
How Leaders Influence Organizational
Performance
• Adaptation to the Environment
• Efficiency and Process Reliability
• Human Resources and Relations
Innovation and Adaptation
• Competitor and market analysis programs (market
surveys, focus groups, consumer panels, comparative
product testing, benchmarking competitor products and
processes)
• Innovation programs (intrapreneurship, quality circles,
innovation goals)
• Knowledge acquisition (consultants, joint ventures, import
best practices from outside)
• Organizational learning (knowledge management
systems, postmortems, joint ventures)
Innovation and Adaptation (Cont.)
• Temporary structural forms for implementing change
(steering committee, task forces)
• Growth and diversification programs (mergers and
acquisitions, franchises, joint ventures)
• Structural forms (research departments, small product
divisions, product managers, cross-functional product
development teams, facilities designed to encourage
innovation)
• Appraisal, recognition, and reward systems focused on
innovation and customer satisfaction
Efficiency and Process Reliability
• Performance management and goal setting
programs (e.g., MBO, zero defects)
• Process and quality improvement programs
(quality circles, TQM, Six Sigma)
• Cost reduction programs (downsizing,
outsourcing, just-in-time inventory)
• Structural forms (functional specialization,
formalization, standardization)
• Appraisal, recognition, and reward systems
focused on efficiency and process reliability
Human Resources and Relations
• Quality of worklife programs (flextime, job sharing, child
care, fitness center)
• Employee benefit programs (health care, vacations,
retirement, sabbaticals)
• Socialization and team building (orientation programs,
ceremonies and rituals, social events and celebrations)
• Employee development programs (training, mentoring,
360 feedback, education subsidies)
Human Resources and Relations (Cont.)
• Human resource planning (succession planning,
assessment centers, recruiting programs)
• Empowerment programs (self-managed teams,
employee ownership, industrial democracy)
• Recognition and reward programs focused on loyalty,
service, or skill acquisition
Ways to Influence the Performance
Determinants
• Leadership Behaviors
• Programs, Systems, and Structure
• Competitive Strategy
Need for Flexible, Adaptive Leadership
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•
•
•
Need to focus on multiple performance determinants
Need to find a balance between priorities
Enhance multiple priorities at the same time
Balance impacted by changes in importance of the
determinants
Coordinating Leadership Across Levels and
Subunits
• Fates of different leaders closely intertwined
• Conflict and resistance impedes performance
• Performance depends on how well competition and
disagreements are addressed
Constraints on Executives
• Internal Constraints
– Coalitions in the organization
– Strong organizational culture
• External Constraints
– Organization’s primary products and services
– Powerful external stakeholders
– Perception of the organization’s performance
• Constraints and Executive Traits as Joint Determinants
Conditions Affecting the Need for
Strategic Leadership
• Periods of Reorientation
• Periods of Convergence
• Influence of Top Management
Strategic Leadership
• Political Power and Strategic Leadership
• Executive Tenure and Strategic Leadership
• Research on the Effects of CEO Leadership
– Studies of CEO Succession
– Case Studies of Strategic Leaders
– Survey Field Studies on CEO Behavior and Firm Performance
Strategic Leadership by Executive Teams
• Potential Advantages of Executive Teams
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Potential to make better strategic decisions
Team members can compensate for weaknesses in the CEO
More likely to represent diverse interests
Important tasks are less likely to be neglected
• Executive Teams and Organizational Effectiveness
Key Responsibilities for Top Executives
• Monitoring the Environment
• Developing Competitive Strategy
Monitoring the Environment
Guidelines for Formulating Strategy
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Determine long-term objectives and priorities
Assess current strengths and weaknesses
Identify core competencies
Evaluate the need for a major change in strategy
Identify promising strategies
Evaluate the likely outcomes of a strategy
Involve other executives in selecting a strategy
Guidelines for External Monitoring
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•
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Identify relevant information to gather
Use multiple sources of relevant information
Learn what clients and customers need and want
Learn about the products and activities of competitors
Relate environmental information to strategic plans