Strategic management and leadership

INTRODUCTION

I am working at the medium sized company, Silky Road (SR), has success in the

electronic industry, as a senior management advisor. The main office is located in the Kyout Ta

Tar Township. We imported high quality electronic items such as Hand phone, telephone, TV,

laptop, computer, DVD, etc., from Thailand, South Korea, Hong Kong, USA. We are now 5th

place in the market.

1.1

Management is the act of getting people together to accomplish desired goals and

objectives using available resources efficiently and effectively.

Strategic management is defined as the set of decisions and actions resulting in the

formulation and implementation of strategies designed to achieve the objectives of the

organization (John A. Pearce II and Richard B. Robinson, Jr.).

The processes of strategic management are environmental scanning, strategy

formulation, strategy implementation and evaluation.

Implementing strategy requires a team effort headed by organization's leadership. Each

person involved in change management has their responsibilities, and it is important for the

entire organization to understand the role of leadership in strategic implementation to make

delegating responsibility more effective.

In strategy evaluation, leadership examines the bases for strategy as well as compares

the expected results versus actual results, and develops corrective action plans if there are any

deviations.

The changing nature of work organizations, including flatter structures and recognition

of the efficient use of human resources, coupled with advances in social democracy, have

combined to place growing importance on leadership. The nature of management is moving

away from an emphasis on getting results by the close control workforce and towards the

environment of coaching, support and empowerment.

Leadership is a process of social influence, which maximizes the efforts of others,

towards the achievement of a goal. There are four styles of leadership.

(1) The authoritarian or autocratic style

(2) The democratic style

(3) A laissez-faire style

(4) Participative leadership style

It is important to note that leadership plays the most dominant role in helping the

organization to reach its goals and objectives. It is because leadership plays the key role in

devising an effective and efficient strategy that enables an organization to reach its corporate

goals and objectives. There is an important link between strategic management and leadership

of an organization as leadership ultimately sets the strategic direction of an organization and it

is not easy to separate them as distinct activities. Leadership is concerned about the vision

while strategic management is focused on implementation according to the vision identified by

the leadership. Leadership is concerned with the dynamics of a situation and it identifies and

realizes that how to leverage its resources to respond to the dynamics of the situation. On the

other hand, strategic management is concerned with the technique and it follows the orders of

the leadership. Leadership is all about taking risks because leaders understand their strengths

and weaknesses and leaders tend to learn from their mistakes. While the strategic

management is more concerned about avoiding risk and adopting risk response strategies.

Leadership and management are both skills that an organization should possess. Management

won't take effect without the leadership. A leadership without management will only give us a

short time pleasure. When good leadership is combined with the strategic management, we

can set the goal and able to manage the way we want.

1.2

Organizations all over the world are deeply concerned with understanding, searching

and developing leadership. Regardless of the type of organization, leadership is discerned to

play a vital role in establishing high performing teams. And also without management, it will

not become good leadership. Whatever our goal is, we have to make decisions to achieve the

goal every moment. But the decisions should be corrected. To make the effective decisions, we

must not make decisions alone. And then the leadership styles and strategic management

techniques which we used are show the impact in decision making.

An autocratic leadership style relies on one individual to make decisions in a business. It

is a more authoritative management style. It does not rely on people to make the decisions.

Business owner can assess the important decisions in urgent business situations. That style can

be effective in work environment where decision needs to be made quickly. But that decision

might be wrong because it comes from the one's point of view.

The democratic style emphasizes that management offers guidance to its teams and

departments while accepting input from individual staff members. Leaders reserve the right to

make final decisions but encourage feedback, ideas, and suggestions from all employees. The

leaders generally have a more content workforce, since each individual has input into decision-

making. It allows the leader to capitalize on the employees’ individual talents and strengths,

while also benefiting from the power of the whole. It is best employed in cases where the

department or business is looking to implement operational changes or when a leader or

manager is attempting to resolve problems either individually or within the group. The

disadvantages of this style include a fairly slow, time consuming decision; less security, because

so many people are involved in the decision.

The laissez-faire leader is one who believes in freedom of choice for the employees,

leaving them alone so they can do as they want. There is a strong belief that the employees

know their jobs best so leave them alone to do their jobs. The business can be achieved if the

one who made the decision is reliable, full of knowledge and sense of responsibility. But also

the business can be failed if the decision is wrong because the leader give freedom to employee

in decision making. So, the laissez-faire style can be the best and the worst leadership style.

1.3

Leadership is less about we needs, and more about the needs of the people and the

organization we are leading. Leadership styles are not something to be tried on like so many

suits, to see which fits. Rather, they should be adapted to the particular demands of the

situation, the particular requirements of the people involved and the particular challenges

facing the organization. Leadership style is the pattern of behaviors used by the leader to

influence the behavior of others. Since different situations require different outcomes, it makes

sense that the most successful leaders adapt their style depending on the needs of situation.

But first we must identify our own leadership style that suits our organization. Knowing

and understanding own leadership style is the first step towards adapting our behavior to the

needs of the workers. And we should recognize the pros and cons of the leadership styles. We

have to appreciate the diversity among our staff. Diversity in organizational psychology is often

seen as differences among people that define or create the culture of the workplace. We

should experiment with different styles to see what style is the best for workers. As we get to

know our workers, we will get a sense of how much direction and how much freedom they

need to be productive.

When we are in the real urgency with no time for discussion, in critical situation,

engages in top-down interactions, we can use autocratic style. For democratic style, we can use

it in creating a work climate for others to apply innovative thinking to solve problems, develop

new products and services, to expand an organization's position in the marketplace, to raise

team morale. When the team is working in multiple locations or remotely, and a project, under

multiple leaders, must come together by a specific date, to get quick results from a highly

cohesive team, we can use laissez-faire leadership style.

2.1

The new environment is typified by an increased level of complexity and

interconnectedness. Managers were facing the difficulty when leading teams spread across the

globe. Because the global economy has become interconnected, managers felt they could no

longer afford to focus solely on events in their local economies; instead they were constantly

forced to adjust their strategies and tactics to events that were happening in different parts of

the world. In this part, two management and leadership theories will be chosen and reviewed

to show the impact of them on an organization. The first one is Transformational theory and

the second is Transactional theory.

Transformational leadership is style of leadership in which the leader identifies the

needed change, creates a vision to guide the change through inspiration, and executes the

change with the commitment of the members of the group. Transformational leaders are

focused on supporting group members so that they can succeed as well. Since leaders are

usually energetic and enthusiastic, the group members are very motivated and have high level

of morale to work and achieve the goals. Transformational approach is to bring significant

change in the life of both the organization and its people. It is important to know the impact of

transformational leadership on a group as the leaders will gain trust, respect and admiration

from the members. If the leader gets trust and respect from the followers, then no matter how

the goal is big, they can easily achieve their goal. Since our current business environment is very

dynamic, so does the need for change in leadership style. People values most on personal skills

and development and prefer to work outside of the organizational boundary. But the

transformational leadership is not flawless and perfect. The successful transformational leader

is on a moral mission; and truly believes in the rightness and benefits of the change. The selling

of this vision never stops, and the followers receive constant encouragement to do their part.

However, any sign that the leader manipulates the followers or has a hidden agenda will

destroy the trust that is necessary for this style of leadership to be effective. If the followers

rebel the leader, then the organization cannot be heading toward the goal. And no matter how

the long term plan is perfect, it will be failed.

Transactional leadership is based on the setting of clear objectives and goals for the

followers as well as the use of either punishments or rewards in order to encourage compliance

with these goals. Transactional leadership is based more on “exchanges” between the leader

and follower, in which followers are rewarded for meeting specific goals or performance

criteria. A transactional leadership style is appropriate in many settings and may support

adherence to practice standards but not necessarily openness to innovation. It creates a vision

and inspires subordinates to strive beyond required expectations, whereas transactional

leadership focuses more on extrinsic motivation for the performance of job tasks. Thus it is

likely that transformational leadership would influence attitudes by inspiring acceptance of

innovation through the development of enthusiasm, trust, and openness, whereas

transactional leadership would lead to acceptance of innovation through reinforcement and

reward. However, subordinates of transactional leaders are not necessarily expected to think

innovatively and may be monitored on the basis of predetermined criteria. However the

transactional leadership style is also not perfect. This leadership style is very direct. The

transactional leader is expecting the results from the followers who in turn must deliver unless

they want to suffer the consequences. Only exceptionally good performance is rewarded, and

mistakes are corrected through punishment. A transactional leader is rigid in his expectations

about the working relationship, and believes the role of subordinates is to do as they are told.

It's never the fault of a transactional leader when tasks go wrong. Once the leader has assigned

the task, that job is solely the responsibility of the employee. If problems occur, the employee is

expected to be fully accountable for the issues. As a result, employees may be likely to be

devious when the leader is not present. Because of the task-focused leadership approach,

employees do not feel as if they are working towards a shared goal, and they are not motivated

by the overall organizational mission. This will be a problem for long term organizational plan.

Leadership is important to consider in relation to acceptance of innovations and to work

attitudes, perceptions, behavior, service quality, and client outcomes. Because leadership is

associated with organization and staff performance when we planning to success our goal.

2.2

A leadership strategy allows the organization to identify how many leaders are needed,

what kind, where, with what skills and how they behave individually and in groups. The current

situation and the goals the organization are required to be analyzed and then a leadership

strategy can be developed.

Currently our organization uses the democratic leadership style. Because of the

democratic leadership, all employees feel comfortable enough to put their ideas on the table.

In collaborative settings, it helps to focus discussion and find the balance between being open

to new ideas and keeping things productive and on track. For the leaders, they can get many

possibilities and suggestions that can be used. The leaders can set the particular decision

because they get many suggestions from the various points of view.

But some managers adopt democratic leadership to please their subordinates but fail to

follow the technique in its entirety. They might simply take in all the ideas and end up never

implementing them. The decision making process might be a long drawn one since every team

member needs to be consulted. No one has a scarcity of ideas but to put them all in place

requires a great deal of patience and understanding. Missing opportunities and being stuck in

the middle of a hazard can be some of the drawbacks of this method. Additionally, level of skills

play a role, as a large percentage of unskilled labor might hinder business decisions. Or, an

employee who lacks group skills might not have his voice heard in the democratic process.

Thus, this leadership style works best with smaller, more skilled labor force that can provide

management. Therefore we can't use democratic leadership style every time.

In this case, leadership styles and organizational situations are connected. We can't use

only one leadership style in all kind of situations. The leaders should use the autocratic style

when the conditions are dangerous and control is necessary, and when the subordinate staff is

inexperienced or unfamiliar with the type of work. Autocratic style is applicable for not only

actions that need to be completed quickly, but also if a team member’s skill for the task is very

low or novice. When a situation is very extensive, when things change frequently and when a

situation is very difficult and has a lot to talk about or discus, we should use democratic style.

Because it encourages to develop the followers' sense of participation, control and autonomy.

Greater employee participation in decision-making may also lead to greater innovation and

creative solutions to problems that will better serve an organization. A laissez faire style would

be appropriate to use with one or more individuals who know more about the job than the

leader. It will help the team members to tough business situations, helping them to gain more

experience and grow faster and it keeps team members aware of and continuously working

towards the larger picture.

If we want to use transformational leadership style, we can use it when we want to

listens to all viewpoints to develop a spirit of cooperation, creates a vision, using people in the

organization, acts as a change agent within the organization by setting an example of how to

initiate and implement change and helps the organization by helping others contribute to the

organization. For transactional leadership style, when we want to motivate the employees to

focus on short-term success.

Charismatic leadership is provided to an organization by one or more individuals seen as

heroic or inspiring and who have therefore been granted the organizational power to make

dramatic changes and extract extraordinary performance levels from its staff. For example, a

business manager imbued with charismatic leadership could be enlisted to orchestrate a

turnaround or launch a new product line. When we want to be followed by the followers

willingly, we should use this style. Fiedler’s Contingency Model is the theory that effective

groups depend on a proper match between a leader’s style of interacting with subordinates and

the degree to which the situation gives control and influence to the leader (Soe, A T, 2013).

If we want to be successful, not only leadership but also emotional intelligence (EI) as

well as emotional quotient (EQ) is necessary. Emotional intelligence is the ability to perceive

emotions, access and generate emotions so as it assist thought, understand complex emotions

and emotional knowledge and reflectively regulate emotions so as to promote emotional and

intellectual growth. Goleman(1995) said EI is “The capacity for recognizing our own feelings and

those of others, for motivating ourselves, for managing emotions well in ourselves and in our

relationships”. The intelligence quotient is not the only prerequisite for an organization to run

smoothly. In today’s cross-cultural, multi-disciplinary work set-up, the EQ or the emotional

quotient shares the pedestal with the IQ. For leaders, who are at the helm of affairs at the

workplace, a good EQ can create a network of positive and productive energy for enhanced

performance. A good EQ leader has personal competencies, the competencies determine how

we can manage ourselves, which are self-awareness, emotional self-awareness, accurate self-

awareness, self-confidence, self- management, self-control, trustworthiness, conscientiousness,

adaptability, achievement-orientation, initiative and social competencies, the competencies

determine how we handle relationships, which are social-awareness, empathy, organizational

awareness, service-orientation, social skills, developing others, leadership, influence,

communication, change catalyst, conflicts management, building bonds and teamwork and

collaboration. Emotional quotient gives leaders the humane perspective to help the team work

in an emotionally-stable space. As an integral aspect of management studies, emotional

quotient is built through training and experience.

Beginning with the business strategy, the first step is to identify the drivers of the

strategy. Drivers are the key choices that leaders make about how to position the organization

to take advantage of its strengths, weaknesses, opportunities and threats in the marketplace.

They are the things that make a strategy unique to one organization as compared to another

and dictate where tradeoffs will be made between alternative investments of resources, time

and energy. Drivers are few in number and help us understand what it is absolutely essential for

leaders and the collective leadership of the organization to accomplish.

This table shows the key decisions leaders are making about what the organization must

do.

Key Driver Leadership Strategy Implications

Becoming more global Requirement for greater cultural sensitivityamong leaders

Enhanced representation of differentgeographies at top levels

Enhanced language skills in key leadership rolesto enable cross-cultural relationship building

Enhanced importance of foreign assignmentsfor future leaders

Greater understanding of local laws andbusiness arrangements in strategy making

Becoming more

innovative

Greater interdependence among leaders tocreate more effective collaboration acrossfunctions in bringing new products to market

Need to increase leadership involvementacross functions in gathering consumer insightsand translating these into profitable ideas fornew products

Must anticipate capital, space, talentimplications of rapidly expanding productportfolio

Need cultural change to create a spirit ofinnovation versus a culture of risk aversion attop levels of the organization

Becoming more

customer-focus

Need to develop and implement new processesfor understanding customer experiences andtranslating them into improved businesspractices

Must create solid linkages across theorganization at all customer touch points, sothat the customer experiences a seamlessrelationship

Need to understand the needs of differentcustomer segments and move beyond “onesize fits all” approach

Must instill a culture of customer primacy andcustomer care

3.1

In order for an organization to be successful in their business the management needs

skillful and talented leaders that will support the employees in effectively driving the workforce

of the organization to attain its goals. To be an effective and good leader entails looking into

the future of the organization for continuous growth therefore it is important for every

organization that is working towards success to have leaders that will initiate and bring ideas

forward in the interest of the organization and a highly skilled labor force that will also help the

organization to become highly competitive.

Leadership is depends on the changes in society and work. Nowadays the flexible

working is becoming a trend. Decreasing job security, company loyalty, unemployment are

encouraging career changes and self-employment, sectorial shifts from manufacturing and

Investing in High-Growth

Opportunities

Rapid growth requires attention to talentdevelopment; must accelerate the acquisitionand development of talent for key roles toavoid talent becoming the constraint tocontinued growth

Must grow number of leaders at every level by10% per year over next three years

Improving Operating

Efficiency

Must introduce other methods to bring costsinto line with key competitors; these must beled from the top and supported by leaders atevery level

Must create a culture of continuousimprovement that is led authentically by thosein leadership positions

production to service and leisure industries, increasing pressure to work in collaboration and to

establish partnerships, private sector organizations are becoming more powerful are the facts

of changes of society. In this climate of change, leadership is viewed as the key to

organizational success. Although the core qualities of leaders may remain constant, the manner

and mix in which they are exhibited needs to become more fluid and matched to the context.

The leader needs to become increasingly adaptable – making sense of uncertainty and

managing complexity. The qualities of openness, empathy, integrity and self-awareness are

coming to the fore.

As the need for good strategic leadership becomes critical, it is proposed that further

steps need to be taken to identify, develop and support potential future leaders from an early

stage. Changes in society are turning towards the moral, social and ethical responsibilities of

leaders. In response to these challenges, many organizations are beginning to reevaluate their

perception of leadership. Therefore, the quality of leadership will remain of central importance

to organizations in all sectors.

Most organizations want to become globally competitive but at the same time they still

want to keep in touch with the local markets. That's why the knowledge of working virtually

became a necessity. There are many benefits of going with virtual teams. One of those is that

virtual team members produce projects for the company, locally, nationally and internationally.

New skills in leadership are always required so that a strong relationship will develop in a virtual

community. A leader must always think of new ways, new strategies, and new techniques to

connect with his/her team so that they can work well and be productive. The virtual team may

be spread over the world, or over different campuses, or over employee’s homes. It is dynamic

in terms of its goals, structure, and control and resource deployment.

Diversity is concerned with making the best use of differences and removing barriers to

such use. Singh (2002) suggests that diversity matters for several significant reasons; the

business case, the fairness case and the merit case. Diversity must become a strategic issue,

and managers must have a vital role in leading progress and changing practices. Diversity of

behavior and values becomes very apparent when managers work in a multinational company

(MNC) or global organizations, and leaders and mangers will need to learn to work in and with

different cultural contexts.

Managers need to interact with staff, customers and suppliers across international

borders, whether face to face or other communications, and consider the behavior of

competitors from around the world, they face a complex and dynamic set of factors which

together represent the force of globalization. Turnbull-James and Collins (2010) suggest that

global managers need different capabilities that enable them to look and think beyond their

local environment, although research has tended to show that many organizations promote

managers on technical and organization skills rather than their abilities to work globally. Kets de

Vries and Florent – Treacy (1999) suggested that 12 dimensions of global leadership including

envisioning, energizing, team-building, outside orientation, emotional intelligence and global

mindset. Action learning can also be used by global team leaders to bring together a culturally

diverse and dispersed team.

In those parts, we can use tri-dimensional leadership theory. Yukl’s tri-dimensional

theory suggests that there is no set course of action which will be successful in all the

circumstances. It is management and leadership who decide what action to take at a particular

time. It heavily relies on effectiveness and efficiency, human resource relations and innovation

& adaptation. This theory suggests that leaders should be able to analyze the situations and

they should be flexible enough to meld their strategies accordingly.

3.2

Globalization is rapidly redefining today’s business environment. Significant strategic

shifts are transforming the playing field. Vast opportunities for growth are emerging at the

same time that the pool of high-performing talent capable of seizing those opportunities is

shrinking. Those who can stay ahead of the rapid pace of change, anticipate talent needs, and

take the lead in developing innovative strategies for the future will likely be tomorrow’s

winners. Future trends include exciting new technology, partnership and alliance, restructuring,

etc.

In this 21st century, new technologies are emerged day by day. Because of the new

technologies, we can easily communicate each other whenever and wherever we are.

Businesses are easily done because of them. When we do business by using technology, we can

use e-leadership style. E-leadership is no different from any other form of effective leadership.

Leadership needs to recognize that the borderless, nationless force of the internet creates

global customers in a truly globalized market place the interconnected world has created. More

than ever this requires having a 360% relationship with customer, leaders and team. Feedback

and exposure have become critical success factors in the e-age. Information itself is not the

critical component. It requires a high level of transformational leadership because of the highly

participative nature of the e-world between e-organizations and e-customers and the

interconnectedness between leader and follower with the ever-increasing reality of the blurred

lines between the two. In the e-world, the key to a successful outcome depends on the level of

transformational leadership that exists in the organization.

Building partnerships and alliances is more important not only in relationships within

departments of the organization; it has become more important for relationships across the

organization. Alliances have the potential to create value, but most are difficult to manage.

When this happens, the alliance is not delivering its full potential value. Partnerships and

alliances work best when all parties agree on and work together to implement a common

strategy to achieve business objectives. In this part, we should use integrity leadership style.

Trust is an inherit part of leadership. Team members have to trust that leadership is serving

everyone’s best interest and leadership has to trust that team members are fulfilling their

responsibilities. Integrity is a quality that encompasses truthfulness, credibility and sincerity. In

a leadership position, integrity manifests itself in the way a leader speaks to, guides and reacts

to group members. Learning to lead with integrity requires developing self-awareness, adhering

to a strict moral code and communicating truthfully with group members, regardless of the

complexity of the situation or the possibility of negative consequences.

4.1

If a company is truly striving to be successful in all aspects, it should have a leader who

would lead and guide employees in a correct manner, which would in turn lead to its overall

productivity. A leader is primarily looked up to, when his subordinates perform in a way the

company wants them to. If the leader himself is not good, the performance of people working

under him also won't be as expected. Having identified the leadership skills required to become

a competent leader in taking up a role in management, it is important to carry out a proper plan

on developing the skills. It should be noted that, we already have some leadership skills used in

supporting our organization but it is important to improve the skills and develop new ones.

There are different methods of developing leaders through formal learning, self- help

and developmental activities e.g., training courses, job rotation, seminars, executive coaching,

mentoring, companies' own universities, developmental assessment centers, action learning,

self – directed learning, reading articles, partnership with key academics.

Formal learning is planned learning that derives from activities within a structured

learning setting. It means enrolling on a programmed of study, attending lectures, preparing

coursework, engaging in seminar/tutorial discussions. In a formal learning environment the

training or learning department sets the goals and objectives, while informal learning means

the learner sets the goals and objective (Cofer, 2000). From formal learning training, we will be

able to build common understanding across the organization, communicate and reinforce the

strategy, culture, and priorities to large segments of the organization, develop targeted

knowledge and required skills quickly. Leaders who possess the concepts, skills, and tools of

The Learning Mindset and apply Learning Practices that transform the training experience and

content into new learning and development gain more from formal training than those leaders

who are not equipped and focused on learning.

Action Learning is a dynamic process where a team meets regularly to help individual

members address real issues through a highly structured, facilitated team process of reflection

and action. Action learning is an experiential learning process that contributes to leadership

development primarily by providing an opportunity to: (a) practice generating questions that

lead to insight, understanding, and innovation, (b) engage in self-reflection, self-monitoring,

and self-directed efforts to learn about one self and enhance contributions to the team and the

problem solving process. Action Learning participants hone their questioning skills and learn

how to generate questions that lead to deep insight, understanding, and innovation. Action

Learning develops the collaborative and shared leadership skills that are necessary for high-

performance teams and organizations.

To achieve lasting and substantial benefits, learning must be applied to real

organizational issues. Moreover, learning must take place in the collective, not just on the part

of individuals.

4.2

It is important for leaders to develop more skill to cope with future challenges,

globalization and demands. As discussed earlier about current and future leadership

requirements and leadership plan, it is very important that the method used for the

improvement of leadership skill should be more effective and useful so that the objective can

be achieved.

Useful methods used to plan development of leadership

1) Training - This method is very impressive and authentic in our organization. If the trainings

are given on the job then the employees can learn better and be the best part of the

organization.

2) Coaching - Coaching is different compare with training. Training is usually a one-way

relation. Managers can train our employees to do tasks, but employees may not realize or

accomplish their managers’ expectations. Coaching is a two-way relation. This process is

continuum until they achieve the expected results (Champathes, 2006). The coaching success

depends on partnership between organization and trainer (Stewart & Palmer, 2009).

3) Feedback 360 - Performance appraisal or valuation aimed at development is a vital element

in HRM (Dierendonck et al., 2007). Individuals usually receive feedback from multiple internal

and external sources, such as supervisor, managers, subordinates, and sometimes customers.

This tool is used to evaluate the competencies and behaviors which relate to individual’s job

performance (Korotov, 2006).

4) Mentoring – It focuses on the individual, can enhance morale, motivation and productivity

and reduce staff turnover as individuals feel valued and connected with both small and large

organizational changes. This role may be provided by internal coaches or mentors and,

increasingly, by professional coaching agencies.

Conclusion

In order to sustain in the competitive environment every organizations should provide

learning to their employees, which could be in terms of different management/leadership

development programs and approaches therefore they should introduce productive sessions to

widen their root, emotionally, conceptually.

References

Mullins, L J. 2007. Management and Organizational Behaviour. 8th edition. England. Pearson

Education Limited.

Soe. A T. 2013. Strategic management and leadership skills (Lecture slides). MIC

Goodnight, R. "Laissez-Faire Leadership" Encyclopedia of Leadership. [Online]. Available at :

https://secure.sagepub.com/northouseintro2e/study/chapter/encyclopedia/encyclopedia3.2.p

df [15 September 2013]

Czaja, J. The Trouble With Transformational Leadership. [Online]. Available at :

http://smallbusiness.chron.com/trouble-transformational-leadership-21793.html [15

September 2013]

BusinessDictionary.com. Transactional Leadership. [Online]. Available at :

http://www.businessdictionary.com/definition/transactional-leadership.html [15 September

2013]

BusinessDictionary.com. Charismatic Leadership. [Online]. Available at :

http://www.businessdictionary.com/definition/charismatic-leadership.htm [15 September

2013]

Aarons, G A. Transformational and Transactional Leadership: Association With Attitudes Toward

Evidence-Based Practice . [Online]. Available at :

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1876730/ [15 September 2013]

Dems, K. Richter, L. 2011. Transactional vs. Transformational Leadership: Pick Your Style!.

[Online]. Available at : http://www.brighthub.com/office/home/articles/83132.aspx [15

September 2013]

Benjamin, T. Transactional Leadership Limitations. [Online]. Available at :

http://smallbusiness.chron.com/transactional-leadership-limitations-35903.html [15

September 2013]

Pasmore, W. 2013. A Critical Ingredient for Organizational Success. [Online]. Available at :

http://www.ccl.org/leadership/pdf/research/LeadershipStrategy.pdf [16 September 2013]

Reach papers. 2013. Developing Strategic Mgt & Leadership Skills (Case study: McDonalds).

[Online]. Available at : http://researchpasspapers4u.blogspot.com/2013/06/developing-

strategic-mgt-leadership.html [16 September 2013]

Buzzle. The Importance of Leadership Development. [Online]. Available at :

http://www.buzzle.com/articles/the-importance-of-leadership-development.html [16

September 2013]

UKessays.com. Two Current Management And Leadership Theories Management Essay.

[Online]. Available at : http://www.ukessays.com/essays/management/two-current-

management-and-leadership-theories-management-essay.php [17 September 2013]

UKessay.com. Different Situations and Styles of Leadership and their role in Organizational

Performance. [Online]. Available at : http://www.ukessays.com/essays/management/different-

situations-and-styles-of-leadership-and-their-role-in-organizational-performance.php [17

September 2013]

UKessays.com. Examining the different Leadership theories. [Online]. Available at :

http://www.ukessays.com/essays/management/examining-the-different-leadership-theories-

management-essay.php [17 September 2013]

UKessays.com. Developing Strategic Management And Leadership Skills Commerce Essay.

[Online]. Available at : http://www.ukessays.com/essays/commerce/developing-strategic-

management-and-leadership-skills-commerce-essay.php [17 September 2013]

UKessays.com. Developing Strategic Management And Leadership Skills. [Online]. Available at :

http://www.ukessays.com/essays/management/developing-strategic-management-and-

leadership-skill-management-essay.php [17 September 2013]

UKessays.com. Analysing the Development of Strategic Management and Leadership Skills.

[Online]. Available at : http://www.ukessays.com/essays/business/analysing-development-of-

strategic-management-and-leadership-skills-business-essay.php [17 September 2013]

Strategic management and leadership

Documents

Transcript of Strategic management and leadership