Developing Strategic

Management and Leadership

Skills
Learner: Muhammad Umar
Assessor: Mohsin Malik
Executives that practise strategic leadership create a vision for their company that will allow
it to adapt to or remain competitive in a changing economic and technical environment
employing various management techniques.
Strategic management does involve leadership. To create the action design, a leader gathers
all the various groups inside an organisation. That person is going to persuade everyone that
they are stakeholders in the outcomes using the communication and persuasion skills that
are inherent in leadership.
1 Understand the concept of strategic leadership and management.
Management is a crucial segment of leadership; a good leadership always has hands on
strategies of management and good future planning of the business. Strategic management
is a more of a human beings-centric position that calls for everyone to be on the equal song-
managers, personnel, stakeholders, and other friends to work in unison to obtain the
leaders’ visions and ideas. Strategic leadership looks on the big image and so deploys rules
that acquire dividends inside the destiny. Leaders are the benefactors that challenge
contrasting viewpoints, behaviour price and gain analysis after which make choices.

Taking initiatives and taking action to further the objectives of the organisation is referred to
as strategic management. On the other hand, leadership refers to guiding the members of
an organisation so that they can advance toward shared goals with other members of the
organisation and accomplish its objectives. Strategic management and leadership are
related on an internal level; neither is complete without the other. Leadership and strategic
management have a complex relationship. This essay will examine how strategic
management and leadership are related. Having the ability to unite people makes leaders
crucial to the task of strategic management. This does not imply that executives behave
without regard to the strategic plan. Leaders heavily rely on what has been decided and also
the individuals who have been given the various jobs. A strategic plan provides a feeling of
direction, which is the main justification. Visionaries can be leaders, but without something
tangible, their ideas are little more than fluffy air. Leaders may have considerable influence
in determining the ultimate goal, but attempting to achieve it without a strategy is akin to
walking through a dark forest without a compass. Developed strategies will also serve as
useful tools for any leader. The benchmarks and timetables provide justification for any
motivational efforts. Leaders strive to be problem solvers. Those same performance
indicators will alert a leader to issues that must be addressed. In addition, strategic
management is a living operation. It is not carved in solid stone. Planning and execution are,
respectively, the two pillars of strategic management and leadership. Due to the risk of
analysis paralysis, a business cannot spend all of its time planning. It can be just as harmful
to act without having any direction, and this frequently leads to an organisation taking the
incorrect path. Strategic management gives the means of getting there while leaders
provide a notion of where the goal should be in the end. A procedure and set of rules that
will enable the achievement of the ultimate objective are derived by leaders from all the
planning. It involves two functions that depend on one another and work together to
achieve the organization's goals.

Impact of leadership styles on strategic decisions

When a leader employs strategic leadership, team members and the organisation as a
whole are assisted in achieving long-term objectives. Strategic leaders try to make the most
of events or people.
When leading, inspiring, and managing people, a leader's approaches and actions are
referred to as their leadership style. The way a person strategizes and executes plans while
considering the expectations of stakeholders and the welfare of their team depends on their
leadership style.
1. Democratic Leadership
Similar judgements are frequently made by leaders at board meetings of corporations. In a
company board meeting, for instance, a democratic leader would present the team with a
few options for making decisions. Then they might start a conversation about each choice.
Following debate, this leader could consider the opinions and suggestions of the board, or
they might put this choice to a vote. Because it encourages everyone to engage in all
processes, voice their thoughts, and trust that you will hear them, the democratic
leadership style is one of the most successful. Employee engagement is also boosted by the
knowledge that their opinions will be heard.
2. Autocratic Leadership
The opposite of democratic leadership is autocratic leadership. Without consulting anybody
who reports to them, the leader takes decisions in this leadership style. Instead of being
used as a stand-alone leadership style, this approach works best when a company must
manage certain circumstances. Autocratic leaders execute strategies and orders with
complete dedication. As a result, when the occasion demands it, an authoritative leader
may make a swift best-fit choice for a firm without seeking more feedback (helpful on a
case-by-case basis).
This kind of leadership works best when a business must make tough decisions without the
assistance of people who lack sufficient expertise in the area. Making a choice may
compensate for a team's lack of expertise and provide personnel with a clear sense of
direction. Most businesses find it impossible to maintain such a dominant culture without
losing staff members, which has a negative impact on employee morale and innovative
problem-solving.
When a manager alters the hours of work shifts for employees without seeking input from
anybody, it is an example of authoritative leadership gone wrong.
issues also arise with authoritarian leaders: Micromanagement, intimidation, and an
excessive dependence on a single leader.
3. Laissez-Faire Leadership
Laissez-faire, a French expression, translates to "let them do." Leaders that practise it
delegate all authority to their team members and seldom speak out until necessary.
Leaders that practise laissez-faire hold staff members liable for their job. Many workers are
encouraged to produce their best job because of this.
This kind of boss frequently fosters a more laid-back workplace attitude. Because of this, it
serves as a suitable model for creative industries like advertising or product design. It also
works well for a company with a highly skilled workforce.
For instance, a laissez-faire firm founder at a nascent startup would not set any significant
office standards regarding work hours or deadlines. While concentrating on the broader
operations of operating the business, they could have entire faith in their staff. Workers for
laissez-faire bosses feel appreciated because of this high degree of trust. They obtain the
data they require and use their resources and skills to achieve their business objectives.
Although allowing people to work however they see fit might empower them, laissez-faire
leadership has drawbacks. It may hinder team growth and provide difficulties for less
seasoned workers who would benefit from direction as they ramp up. Roles and duties may
also become unclear, creating a culture of working in silos where individuals may operate
independently rather than as a unit.
Maintaining this leadership style in control is crucial since it might result in missing vital
chances for business development and learning.
4. Strategic Leadership
Strategic executives bridge the gap between a company's core activities and its potential for
development. Vision, competitive awareness, and agility are required for this type of
leadership.
These leaders bear the weight of executive interests while also ensuring that everyone else's
working circumstances are steady. Strategic leaders link growth and strategy plans to how
they manage a team. They ask questions, devise, and implement plans, and plan for future
growth. This strategy promotes well-known commercial objectives such as:
 Accountability
 Productivity
 Collaboration
 Transparency
This is a desirable leadership style in many organisations since strategic thinking supports
many different sorts of employees at the same time.
Strategic thinking benefits many personnel at once, making it a preferred approach for
many businesses. It promotes visualising, planning, and making the most of available
resources, and it has the potential to excite personnel.
Strategic leaders may take on too much and risk looking too far into the future of
possibilities, neglecting vital present-day challenges. It is critical to understand how to
delegate and share the weight of decision-making with this leadership style. Compromise,
effective communication skills, and regular outreach are also required.
5. Transformational Leadership
Transformational leaders inspire team members and guide them toward achieving
organisational objectives by earning their trust and confidence. Additionally,
transformational leadership constantly enhances organisational practises and inspires staff
to advance their education and professional development.
Innovative thinking may be encouraged in teams by transformational leaders. This can assist
businesses in modernising operational procedures to boost output and revenue.
Additionally, it can boost motivation, morale, and worker satisfaction. All staff members
could get a list of objectives to complete and a timeline for doing so when they begin
working under this kind of boss. Goals could start off being quite straightforward, but as
staff members advance and achieve their objectives, managers will assign them additional
duties and obstacles to overcome as they advance through the organisation.
Instead, then focusing on the company's objectives, transformational leaders may overlook
everyone's specific learning curves. Working with your team to update standards is crucial
since employee fatigue may sometimes become a problem.
6. Transactional Leadership
These managers inform staff members they may anticipate incentives if a goal is attained
since transactional leadership is built on reward and punishment. If individuals are not
accomplishing their goals, a transactional leader may need to have more 1:1 meetings or
check-ins.
This leadership approach also assumes that teams are driven by rewards and require
structure and oversight to achieve organisational goals. Due to its emphasis on outcomes,
current structures, and predetermined systems of incentives and punishments, this
approach is well-liked in company businesses. Additionally, this leadership ethos values and
honours dedication. Employees may feel safer because they understand expectations when
transactional leaders have clear expectations and a structure for them. Additionally,
employees are aware of what benefits they will receive for achieving company objectives.
This approach focuses more on utilising prizes to encourage employees and less on
cultivating connections with staff members, mentoring, and boosting team spirit. If just few
in a varied team are driven by rewards, it might be challenging to keep them engaged. This
can also result in limited creativity and a fear of punishment.
7. Coaching Leadership
A coaching leader focuses on discovering and enhancing each team member's unique
abilities and creating plans that will help teams collaborate more effectively. Although it
stresses individual employee achievement, this leadership approach is comparable to
democratic and strategic leadership. By giving workers fresh assignments to tackle, a
manager with this leadership style could assist them build on their abilities. Meeting to
address constructive criticism and provide direction
They could also inspire one or more team members to build on their current abilities by
picking up new ones from their fellow players.
Coaching leaders aggressively encourage individual problem-solving and the development of
skills. They contribute to a firm's long-term vision as key mentors, frequently even after
leaving a company, and help it achieve ambitious corporate goals by developing a strong
company culture. Due of their sense of community within the team, this leadership style
may inspire workers. It acknowledges the individuality of every worker and enables the
creation of interesting, diverse teams where each member contributes something unique.
This leader places a premium on impressive performance, with workers that can
communicate well, and value specialised skill sets to complete tasks.
8. Bureaucratic Leadership
The guidelines are followed by bureaucratic leaders. Contrary to autocratic leadership, they
might hear what employees have to say and take it into consideration, but they might also
disregard it if it conflicts with business policy or previous actions. Larger, more established,
or conventional businesses that are successful in their existing operations will benefit most
from this approach. Because their present methods are working, many firms desire to keep
their current business models and procedures. Trying anything new that does not work
might squander time and money. Some people may find this leadership style difficult, yet it
offers many of advantages. Favouritism risk is reduced and replaced with primary
responsibilities, employment stability, and predictability. Although autocratic leadership
may not feel as controlling to the workforce, there might still be limitations on how much
freedom employees have in their jobs. This strategy can stifle innovation and is
inappropriate for businesses aiming for rapid expansion and ambitious goals.
9. Visionary Leadership
Leadership with vision prioritises long-term objectives. This kind of boss promotes
cooperation, emotional intelligence, and collaboration. Visionary managers may lay out a
detailed strategy that staff members can follow and carry out. They can motivate teams to
have a significant impact on corporate success because they are effective and convincing
communicators.
Visionary leaders can predict probable obstacles and lay out action plans because they are
focused on future progress, which increases employee confidence in the face of uncertainty
or difficult circumstances. If a team has a goal in mind, they may accomplish more and work
more effectively. This kind of leader provides vision statements and other resources to
enthuse and encourage teams to participate in their task. Visionary leaders might ignore
immediate concerns in favour of long-term goals, excluding potential future problems-
causing hurdles. Hyper-focus on a single objective is another frequent problem, which can
make it difficult to evaluate alternatives that can be just as beneficial to the company.
10. Pacesetting Leadership
A pacesetter sets lofty expectations and expects their team members to carry them out
exactly as they have specified. These managers want their staff to be productive and
produce high-quality work, and they will intervene if necessary to make sure that everything
is finished on time and correctly. This kind of leader establishes challenging objectives with a
distinct effort, so followers understand exactly what is expected of them. For instance, goal-
oriented quarterly sales cadences are set and surpassed by pacesetting sales executives.
These leaders may also support their group and encourage performance, which will raise
morale. Teams with expertise and experience frequently succeed under this style of leader.
They make fulfilling objectives feel urgent and exciting by making use of the skills of skilled
and motivated team members.
If goals are unattainable, pacesetting leaders may occasionally foster a high-stress work
climate that overwhelms and demotivates workers. Burnout, when people fail to reach goals
and perform as expected, can have an effect on engagement.
Employees may not feel empowered to use their knowledge to offer alternate objectives or
solutions since a goal-focused environment can hinder innovation and variety of opinion.
11. Situational Leadership
Situational leaders adapt their management techniques to the demands of the team or
scenario. This proactive leadership approach acknowledges that change is the only constant
in life. This style of leadership may inspire workers and make sure they are not forced to
labour in ways that are inappropriate for the circumstances. Additionally, it is helpful for
new enterprises or ventures that require adaptable skills and assistance.
contemporary contexts and challenges for strategic leaders and managers
Situational leaders are excellent communicators who base decisions on input from the
team. They can swiftly assess and adapt systems to ensure success and understand market
developments. This may build solid connections and help workers see and appreciate their
importance to the company.
To make judgements, leaders must have a high degree of understanding in all company
operations and procedures, as well as the ability to change course swiftly. It is critical to
keep in mind long-term objectives while attending to urgent requirements; not all leaders
are proficient at doing this. Teams may experience confusion and stress if a leader's style
changes frequently since they will not know what to anticipate.
Leadership is a vital factor of management, as all the knowledge of business must be held by
the managers for effective strategies to make the business nourish plus having the
leadership qualities to lead the teams for good productivity. Leadership qualities can be God
gifted being a leader is a talent whereas strategic leadership is an acquired skill which is
learned through practice and knowledge. An organisation’s well going is depending on the
leaders foremost. A good leader is vigilant and can adopt to any style as required by the
organisation’s situation taking all the aspects and analysis of strengths, weaknesses,
advantages or opportunities and the threats internal organisational culture teams and
employees’ behaviour and individuals’ nature. A good leader is always respecting each
individual of the company. A new pressure has been placed on organisations to achieve
strategic business objectives, position the organisation for sustained growth, and compete
globally. The difficult part is figuring out which leadership positions can actually improve
organisational performance. The leadership style adopted is the main problem. Top
leadership must commit consistently and in concert in order for strategy design, execution,
and assessment to be effective.
Effective approach changes as well (Chapman, 2002, p. 18; Mattis, 2001, p. 372). To help the
organisation gain momentum for the future, leadership must find new directions for it to
travel.
Strategic change in each organisation affects all personnel, but in several ways and to
varying degrees, according to Chapman (2002, p. 22). Top leadership aims to integrate its
tactics into an environment that is well defined while strategizing. Top leadership is aware
that strategies are determined by the greatest match with consumers, which emphasises
the significance of grassroots leadership positions.
Everyone in charge of a team is in charge of a tiny organisation since a team performs every
duty that would be performed by a large organisation (Margerison, 2001, p. 121). A group
executive committee, for instance, is a tiny group since it represents the whole organisation
and is directed by the chief executive officer.
Many studies describe leadership as an influencing process intended to steer a group
toward the accomplishment of goals (Conradie, 2001, p. 36; Robbins, 1998, p. 303).
Leadership facilitates this process by assisting followers in maintaining their attention on
goals (Leichtling, 2000, p. 28; Melilli, 2000, p. 8; Schultz, 2000, p. 94). Improved outputs are
a sign of a leader's success in motivating and influencing people.
In this research, leadership is viewed as a dynamic, energetic process that involves a number
of responsibilities that are intertwined and dependent on one another in order to energise a
group toward the achievement of objectives. A leadership position relates to "the visible
manner of exercising leadership." What do such roles look like, is the question.
One of the responsibilities of leadership, according to Graetz (2000, p. 550) and Mattis
(2001, p. 375), is to provide strategic direction.
The problems of this leadership role, according to Thompson and Strickland (1999, p. 37)
and Smit (1999, p. 148), are to first give a sharp vision of where the organisation is going
and what its purpose is (the mission).
Setting targets or translating the strategic vision and directional course into concrete
performance outcomes for each major area that leaders feel crucial for success, is the
second obstacle. Creating and developing a plan that will define how to accomplish the
goals is the third issue in giving strategic direction.
As an organisation cannot focus on everything at once, strategic direction is essential in
determining a methodical intervention that will give the organisation the most influence.

2 Understand strategic leadership and management in practice.

In order to help the business, achieve its strategic goals, performance management is an
ongoing process of communication between a supervisor and an employee that takes place
throughout the year. Clarifying expectations, establishing goals, establishing targets, giving
feedback, and assessing outcomes are all parts of the communication process.
A continual process of communicating and clarifying work tasks, priorities, performance
expectations, and development planning in order to optimise an individual's performance
and fit with company strategic goals. The fiscal year evaluation may be the first thing that
comes to mind when individuals hear the terms performance management. An effective
performance management approach, on the other hand, entails much more than simply the
yearly review.
Human Resources has established modules to assist in managing employee performance.
Human Resources recommends in addition to setting goals at the beginning of the
evaluation period and evaluating performance at the end of the evaluation period, that
feedback sessions are held throughout the year. These meetings include:

 Initial Meeting: During the first meeting, at the start of the assessment period, the
employee and supervisor will set joint goals that are clearly aligned with the
department, school, and university goals. A development strategy to support
objective achievement will also be devised and agreed upon.
 Quarterly Feedback Sessions: During the feedback sessions, the employee and
supervisor will discuss the employee’s progress toward goal completion and any
support that may be needed.
 Final Meeting: At the end of the evaluation period, the employee and supervisor will
evaluate overall performance and goals, as well as the consequences of the
development plan.
The field of performance management is challenging to navigate. It is always changing
hence an impressive performance management system is required. Every year, there are
current trends in performance management, but unfortunately, human resource
departments frequently get them completely wrong.
Employees are left feeling deflated, unmotivated, and unengaged as a result of this. The
inadequate levels of team and individual employee performance frustrate managers.
Thankfully, increased businesses are starting to realise the value of effective performance
management systems and the benefits that come with them. Understanding what an
effective performance management system is the first step towards revitalising and
improving your existing performance processes.
“Performance management is the continuous process of improving performance by setting
individual and team goals which are aligned to the strategic goals of the organisation, plan-
ning performance to achieve the goals, reviewing and assessing progress, and developing
the knowledge, skills, and abilities of people.” - Michael Armstrong
(https://www.koganpage.com/product/armstrong-s-handbook-of-performance-
management-9780749481209)
The "Planning" stage for the upcoming period is the first step in Armstrong's performance
management cycle. Planning ought to include:

 Agreeing on SMART objectives (Specific, Measurable, Achievable, Relevant, and

Time-Bound)
 A personal development plan
 Actions to be taken in the coming months
 A review of the employee’s job requirements, updating the role profile where
necessary.
Organizations historically tended to do this planning step once a year. However, many
organisations are adapting their processes to define "near-term" objectives every three
months as the business environment becomes more flexible and fast-moving. To make sure
that each employee's performance is in line with the organization's overall strategy,
objectives and values should be incorporated into performance planning. Each SMART
objective should specifically help the organisation achieve one or more of its goals.
Personal development planning, on the other hand, should take into account the
behaviours, abilities, or knowledge a person needs to acquire in order to successfully
accomplish their goals and preserve the organization's values.
Everyone has a responsibility to promote inclusion, and we should all strive to do so via our
daily actions. You should be mindful of your ability to influence people, especially as a team
leader, supervisor, or line manager, in order to guarantee that this behaviour permeates
your team. You should also be aware of the many available policies, recommendations, and
support services. The following should thus be understood by team leaders, supervisors,
and line managers. We also urge you to mention these topics with your team as part of
continuing discussions during PDRs, team meetings, away days, etc.
A capable leader:
 Ensures that all needs are handled in a respectful and sensitive manner for all
individuals and communities.
 Appreciates the consequences of one's own behaviours and cultural norms for
making kind, thoughtful, and logical decisions.
 Knows how organisational structures, procedures, and cultures affect business
People nowadays are more linked than ever before because to technological advancements
and globalisation. As a result, there is a growing diversity of nationalities, cultures, genders,
experiences, personalities, and more at work. People who speak various languages and
come from many countries coexist and work together under the same roof. In order to
maximise the benefit of having diversified viewpoints, this unavoidable shift has altered how
organisations manage their personnel resources.
The term "organisational culture" describes the long-standing beliefs and values of an
organisation, as well as the staff members' views and the anticipated value of their job,
which will affect their attitudes and conduct. Administrators typically modify their
leadership style to further the organization's purpose, and this may have an impact on the
job satisfaction of the workforce. Understanding the connection between company culture,
leadership style, and employee job satisfaction is crucial.
Even while ethical leadership covers a wide range of topics, it ultimately comes down to
these six key components.
1. Honesty: Honesty is what makes moral leaders deserving of the faith people have in
them. It denotes a commitment on the part of leaders to communicate honestly with
others, disclose the facts as they are, and treat rivals fairly.
2. Justice: Being fair is treating everyone equally, providing opportunity to all without
showing preference, and denouncing unethical conduct, manipulation, and any
other activities that can endanger someone.
3. Respect: Regardless of their position or distinguishing features, ethical leaders
appreciate others around them. This indicates that they appreciate diversity,
encourage inclusion, and pay attention to all stakeholders.
4. Integrity: When values, words, and actions are congruent and consistent, integrity is
displayed. To show integrity, one must act in accordance with their words and not
just speak the talk.
5. Responsibility: Being responsible entails accepting control, accepting the
responsibilities and authority that come with it, and always reacting and being
present in trying circumstances.
6. Transparency: Transparency primarily affects how stakeholders are communicated
with. It entails maintaining an open line of communication, accepting criticism, and
sharing the details others require in order to do their task.
In businesses, leaders are essential since they are chosen to direct others. Good moral
leaders have some moral qualities.
They are aware of their personal morals and beliefs. The first quality that an ethical leader
must have been self-awareness. Knowing one's own beliefs and ideals enables one to assert
one's stance and approach talks with confidence. They consistently act in an ethical manner.
Ethics-driven executives are aware that repetition is the foundation of reputation. No
matter how well they have acted in the past, leaders are susceptible because the trust that
people have in them may swiftly diminish if they act inappropriately. To demonstrate that
their followers may continue to trust them, leaders must constantly give forth signals. They
do not accept violations of the moral standards. If someone violates the code of conduct
and the leader does nothing, it can be interpreted as a hint that the code is not essential. In
this regard, ethical leaders do not make any exceptions and make it clear right away which
actions are unacceptable. By doing this, they establish consistency and trust while avoiding
uncertainties and ambiguity over proper behaviour. Even if they are unpopular, they voice
their concerns. Ethical leaders are aware that ignoring crucial details might result in serious
harm. They pay close attention to situations to spot any potential problems. Ethical leaders
voice their concerns when they are in question or are faced with a difficult decision, even if
this means delaying things or adding to the workload. They offer a rehabilitation strategy if
necessary and acknowledge errors. When anything goes wrong, moral leaders do not cover
it up or downplay it. Instead, they take responsibility for their error, express regret, look for
solutions, and communicate all viable recovery strategies to all relevant parties. This
demonstrates their concern and demonstrates that they are making every effort to make an
unpleasant situation better. They are prepared to take full accountability. The effective
leader must be prepared to accept responsibility for the errors and failings of his people,
according to Napoleon Hill. He will lose his position as leader if he tries to delegate this duty.
The leader must believe it was his failure if one of his subordinates' blunders and
demonstrates incompetence. Ineffectiveness, misunderstanding, inactivity, and a waste of
time and resources result from a lack of accountability in organisations. Ethical leaders are
responsible for their actions, take charge, and use their words and actions to influence the
present and the future. They consistently turn up and represent their teams. Ethical leaders
build their teams, are present in both good and terrible situations, and stand up for people
when necessary. When the storm comes, they are in the front, directing their teams and
assisting them in overcoming obstacles. They are aware that their teams and organisations'
interests come first, before their own. They behave fairly. A lot of choices and agreements
must be made by leaders. They definitely act in a way that prioritises long-term rewards
above immediate ones. Additionally, it is in favour of meritocracy and equal treatment for
everyone, irrespective of position, race, age, or any other potential grounds for prejudice.
Last but not least, moral leaders behave honourably. They live out what they teach, and
everyone can see that their principles, words, and actions are coordinated. Their credibility
and reputation would suffer if they did not hold themselves to the same standards, they
hold others to. Setting an example for others is an intentional decision that demands daily
concentration but has the greatest payoff.

3. Understand the role of strategic leadership and management in

delivering organisational change.

There is no halting the rapid change that is taking on in the globe. Business executives need
to have an organisational change management plan in place since organisational change is
inevitable. It seems like basic sense at first: a plan is created first. Then, modification is
required to put that plan into practise. Business owners should begin planning their change
management strategies now in order to help their staff members overcome the emotional
and practical difficulties that come with it.
Naturally, changes inside businesses do not just happen. Changes to organisational design
typically involve procedures, systems, styles, cultures, or other elements. Change demands
work and pushes the organization's (parts of it) comfort zone. We might thus infer that this
need for change is somewhat urgent and inevitable. Such an organisational transformation
would result from a planned strategy change.

Our natural order of strategy and change is as follows:

The pace of organisational change has dramatically risen throughout time. While many
businesses were successful, several of them also experienced failure. People who dreaded
technological change, the status quo, and its effects on their jobs were present in the
unsuccessful ones.
There are several factors that contribute to the failure of change management methods,
including inadequate communication, a lack of training, strategic flaws, a lack of vision, and
others. Making ensuring that there is proper communication among all organisation
members is the first step in overcoming these hurdles. It is crucial for executives to take the
initiative and let staff members speak up when necessary.
Second, developing a strategy based on the team's strengths and limitations can aid in
creating a change management approach that everyone will be able to stick with. Finally,
leaders should foresee and convey the eventual goal and result of this shift. Employees will
not be motivated enough to adapt the change in their job if they do not connect with the
change's overall vision well.
The process of establishing, planning, and putting into practise measures to successfully
integrate change throughout the business is known as organisational change management.
To achieve desired results, it is a process of risk mitigation and maximising change
management efforts. It is your duty as a leader to choose the course of change management
activities. The effectiveness of organisational change is influenced by several factors, but if
you are ready and have a clear plan, the path is manageable.
Almost all organizations—public and private, big and small—now view change as their main
issue. This is especially true of large, well-established "complex adaptive" organisations.
Change is pervasive, and it is virtually commonly believed that it is accelerating in both rate
and pace.
The "challenges of change" have received attention from a number of "gurus" (such as Tom
Peters and Charles Handy) and academics (particularly Colin Carnall, author of multiple
volumes on Managing Change).

In a changing world the only constant is change.' Carnall C.1995

Businesses must continually alter and adapt to address a range of issues, including changes
in technology, the emergence of new rivals, changes in laws and regulations, or shifting
economic patterns. If you don't, you risk failure or, worse, stagnation.
This is a checklist for analysing an organization's or a division's environment. The initial
abbreviation used was PEST, which stood for:

 Political forces and influences, both large and little 'p', that may have an impact on
the organization's performance or its alternatives
 Economic factors include the type of competition the organisation or its services face
and the financial resources that are accessible in the economy.
 Demographic shifts, shifts in how people live, work, and think are examples of
sociological trends.
 Technological innovations may be new methods of thinking or organising as well as
new ways of accomplishing both old and new things, as well as new ways of
addressing both old and new issues.
A variety of tools are available to aid with navigating transition. These include Backhard and
Harris' grid, PESTLe analysis, forcefield analysis, Kotter's eight steps to change, and Backhard
and Harris' grid.
Increased Urgency: This means that staff must understand why a change is necessary, such
as that the patients are unhappy.
assemble the ideal team in order to build the leading team.
Create a captivating idea that can be explained in a few minutes if you want to inspire
others.
Communicate for buy-in: This phase involves getting buy-in and communicating at the
proper volume.
Encourage action: Remove obstacles, increase hope and confidence for the transformation.
Create quick victories: This helps to boost motivation among participants, validates the
change in the near term, and points potential participants in the correct path.
Get it to stick: This is how it differs from many other ideas of change management. At the
process' conclusion, cultural transformation occurs spontaneously and is accepted.
Maintain your momentum: The time has come to alter the structures that will support the
transformation.
Kurt Lewin, a pioneer in the field of social sciences, created the management approach
known as "force field analysis" to help in scenario diagnosis. It will be helpful when
examining the factors involved in developing and conducting a change programme, and it
will surely be helpful in team-building exercises while striving to overcome change
resistance.
Lewin assumes that there are always both pushing and restraining factors at work that
shape any potential changes.
Not as an event, but as a process, change happens. Even though there was a go-live date, a
kick-off meeting, or announcement, organisational change does not occur instantly. People
don't just change because they got an email or went to a training session. When we go
through change, we transition from what we had known and done to the desired new way
of acting and performing our jobs.
Change can occasionally be intentional, the result of conscious thought and deed. Planned
change is the name for this kind of transformation. Change, on the other hand, occasionally
occurs in an apparent spontaneous and unplanned manner. Emergent change is the name
given to this kind of transformation.
Two possibilities exist for change to be emergent rather than planned:
1. Managers take a variety of actions that seem unconnected to the change that is
developing. Therefore, the shift was not anticipated. These choices, however, might
not be as unconnected as they initially appear since they may be based on unstated,
and sometimes unconscious, assumptions about the organisation, its environment,
and the future (Mintzberg, 1989). Such implicit presumptions determine the course
of seemingly unconnected and unrelated actions, causing the change process to be
shaped by "drift" rather than design.
2. The change in directions outside the control of managers is influenced by external
variables (such as the economy, rivals' actions, and the political climate) or internal
characteristics (such as the relative strength of various interest groups, knowledge
distribution, and uncertainty). Even the most meticulously planned and carried out
change programme may result in some unexpected effects.
One of the most widely used and embraced theories in the world is Kotter's idea of change
management. There are eight stages in this paradigm, and each one focuses on how
employees react to change.

 Creating a feeling of urgency among employees may be the most effective method
to engage and inspire them throughout the process.
 assemble the squad Choose the ideal combination of abilities and temperaments for
the team that will oversee bringing about change inside the firm.
 Create the right vision - Consider not just the strategy but also the creativity,
feelings, and goals of the project of the workforce.
 Be straightforward and open when communicating with others about the changes
you are putting into place.
 Get things going by securing assistance, removing obstacles, and gathering
constructive criticism.
 Focus on short-term objectives rather than the overall outcome. To increase staff
morale, set modest targets and acknowledge incremental successes along the way.
 Reinforce and make change a part of the company culture by incorporating change.
Encourage staff to adapt and recognise them for the new behaviour.
 Keep trying since barriers cannot be avoided and changes do not occur immediately.
Regardless of how challenging things may appear, be persistent during the change
management process.
One of the most well-known and useful models that enables us to comprehend
organisational and structural change is Lewin's Change Management Model. Kurt Lewin
developed and invented this paradigm in the 1950s, and it is still relevant today. Lewin, a
physicist and social scientist, used the shifting phases of an ice block to demonstrate how
organisational or structural change occurs. Three primary phases make up his model:
unfreeze, change, and refreeze. Let's examine these phases in more detail:

 Unfreeze: According to Lewin's technique, the preparation for the change is the first
step of the change-process. This indicates that the organisation needs to prepare for
the change at this stage as well as the fact that change is essential and required. This
stage is critical since most individuals attempt to withstand change, and it's crucial to
end this status quo. The key in this situation is to convince individuals of the
necessity of changing the status quo and the benefits of doing so. In this level, an
organisation must also revisit and analyse its fundamental principles.
 Change: This is the time when there is actually a shift or change. As individuals often
need time to accept new discoveries, occurring, and changes, the process may take
some time to complete. Good leadership and assurance are crucial at this point since
they not only help steer the process in the proper direction but also make it simpler
for the employees or other persons involved. So, for this step to be effective,
communication and time are essential.
 Refreeze: The business or organisation starts to regain stability once the change has
been adopted and executed by the workforce. Refreeze is the name of the stage
because of this. At this point, things start to resume their usual speed and routine as
the employees and procedures start to refreeze. To ensure that modifications are
employed consistently and put into practise even after the goal has been met, this
phase needs the assistance of the people. With a sense of consistency now present,
employees become at ease with and confident in the new adjustments.
One of the few models that has survived as others entered and left the fashion scene is the
McKinsey 7-S framework or model. It has seven processes or stages for managing change
and was created by consultants working for McKinsey & Company in the 1980s.
Strategy is the strategy developed to overcome opposition and accomplish objectives.
According to McKinsey's 7-S framework, this is the initial stage of change and entails
creating a step-by-step process or future plan.
Structure: In this paradigm, the stage or characteristic relating to the organization's
organisational structure is called "structure."
Systems - This stage relates to the way daily tasks are carried out in order to complete a
task.
Shared values - An organization's shared values are the fundamental principles by which it
operates.
Style- refers to the way that changes and leadership are embraced or put into practise.
Staff - The workforce or employees and their capacities for work are referred to as the staff.
Skills-Competencies and other talents that workers who work for the company possess.

4. Be able to review and develop own skills and behaviours as a

strategic leader and manager.
The term "strategic leader" describes a leader who is in charge of modifying the company's
strategy. Leaders include not just the CEO but also individuals in positions of authority and
those who report to them, such as functional level managers. However, because to their
position of great authority, this word does in fact relate more to CEOs and other executives.
They convert the strategic vision of the business into a number of plans and techniques.
They enable corporate assets to accomplish corporate objectives. Getting others to support
your idea is a crucial undertaking that requires motivation and persuasion.
The status quo is questioned by strategic thinkers. They welcome other points of view and
question presumptions, both their own and those of others. They don't make decisions until
they have given a situation significant thought and examined it from several angles.
Patience, bravery, and an open mind are needed for this.
Leadership attributes are character traits that distinguish effective leaders. The capacity to
lead people, teams, or organisations toward the accomplishment of goals and objectives is
referred to as leadership. It serves a crucial role in management by enhancing productivity
and facilitating the accomplishment of organisational and strategic objectives. Leaders
encourage others, offer direction, boost morale, enhance the working atmosphere, and take
the initiative.
It's a prevalent misperception that people have leadership abilities by default. The fact is
that, like other abilities, leadership qualities can be learned with time and practise. Seven
qualities of an effective leader are listed below:
1. Effective Communicators
Leaders are outstanding communicators with the ability to express issues and solutions in a
clear and succinct manner. Leaders are able to balance speaking and listening. Leaders can
also connect on a variety of levels, including one-on-one, over the phone, via email, etc.
2. Accountable and Responsible
Leaders hold themselves accountable and take responsibility for any mistakes. Leaders
support and encourage individuality while abiding by organizational structure, rules, and
policies that need to be followed.
3. Long-term Thinkers
Leaders are visionaries. This is evidenced by the leadership trait of being able to plan for the
future through concrete and quantifiable goals. They understand the need for continuous
change and are open to trying new approaches to solve problems or improve processes.
4. Self-motivated
Leaders are self-motivated and are able to keep going and attain goals despite setbacks. In
addition, good leaders try their best to exceed, not just meet, expectations.
5. Confident
Virtually all good leaders share the leadership trait of confidence. They are able to make
tough decisions and lead with authority. By being confident, leaders are able to reassure
and inspire others, establish open communications, and encourage teamwork.
6. People-oriented
Leaders are typically people-oriented and team players. They’re able to foster a team
culture, involve others in decision-making, and show concern for each team member. By
being people-oriented, leaders are able to energize and motivate others. By making each
individual feel important and vital to the team’s success, they secure the best efforts from
each member of the team.
7. Emotionally Stable
Leaders exercise good control and regulation over their own behavior and are able to
tolerate frustration and stress. Leaders are able to cope with changes in an environment
without having an intense emotional reaction.

A leader must be open-minded, understanding, patient, tolerating and observing rather

than being bossy. One must have the ethical trait of respecting individuals. Not being
dismissive of ideas other than them own.
Must be up to date and communicating well. Be strong enough to have consistency.