Luna Community College Ch 13 The Nature of Strategic Leadership Quiz Answers Please complete the Leadership Self-Assessment Quiz 13-1 and Leadership Self-A

Luna Community College Ch 13 The Nature of Strategic Leadership Quiz Answers Please complete the Leadership Self-Assessment Quiz 13-1 and Leadership Self-Assessment Quiz 13-2 and reflect upon your results. Write your reflections in a Word document and upload it here. You may share you results (scores) but more importantly please share what you learned about yourself and leadership as a result of these exercises. 2019/11/17
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Chapter 13: Strategic Leadership and Knowledge Management: 13-1 The Nature of Strategic Leadership
Book Title: Leadership: Research Findings, Practice, and Skills
Printed By: Lin Lin (llin8@una.edu)
© 2016 Cengage Learning, Cengage Learning
13-1 The Nature of Strategic Leadership
Strategic leadership deals with the major purposes of an organization or an organizational
unit, and therefore has a different focus than leadership in general: Strategic leadership
emphasizes balancing the short- and long-term needs of the organization to ensure the
enduring success of the organization, yet the emphasis is on the future. Strategy professor
Roger L. Martin explains that true strategy is about placing bets and making hard choices.
Leaders engage in strategic leadership when they act, think, and influence in ways that
promote the competitive advantage of their organization.
For our purposes, strategic
leadership (The process of creating or sustaining an organization by providing the right
direction and inspiration.) is the process of providing the direction and inspiration necessary
to create or sustain an organization. Netflix founder Reed Hastings provided strategic
leadership because he developed a concept for an organization, developed the
organization, and inspired large numbers of people to help him achieve his purpose.
Furthermore, developing a major presence on the Internet was an example of direction
setting by Hastings.
Strategic leadership is a complex of personal characteristics, thinking patterns, and effective
management, all centering on the ability to think strategically. Do Leadership SelfAssessment Quiz 13-1 to explore your orientation toward thinking strategically. Our
approach to understanding the nature of strategic leadership will be to describe certain
associated characteristics, behaviors, and practices, as outlined in Figure 13-1. The
information about transformational leadership presented in Chapter 3 is also relevant here.
Leadership Self-Assessment Quiz 13-1
Are You a Strategic Thinker?
Instructions: Indicate your strength of agreement with each of the following
statements: SD = strongly disagree, D = disagree, N = neutral, A = agree, SA =
strongly agree.
SD D
1. Every action I take on my job
N
A
SA
1
2
3
4
5
5
4
3
2
1
should add value for our
customers, our clients, or the
public.
2. Let company leadership ponder
the future; I have my own job to
get done.
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SD D
3. Strategic thinking is fluff.
N
A
SA
5
4
3
2
1
1
2
3
4
5
1
2
3
4
5
5
4
3
2
1
5
4
3
2
1
1
2
3
4
5
5
4
3
2
1
5
4
3
2
1
1
2
3
4
5
Somebody down the
organization has to get the job
done.
4. A company cannot become
great without an exciting vision.
5. What I do on the job each day
can affect the performance of
the company many years into
the future.
6. It is rather pointless to develop
skills or acquire knowledge that
cannot help you on the job
within the next month.
7. Strategic planning should be
carried out in a separate
department rather than involve
people throughout the
organization.
8. It makes good sense for top
management to frequently ask
itself the question, “What
business are we really in?”
9. If a company does an
outstanding job of satisfying its
customers, there is little need
to worry about changing its mix
of goods or services.
10. Organizational visions remind
me of pipe dreams and
hallucinations.
11. I like the idea of an
organization sending a group of
managers and professionals to
an off-site strategy
development session every
couple of years or so.
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SD D
12. Strategy formulation is a
5
4
N
A
3
2
SA
1
bureaucratic exercise that
usually gets the organization
nowhere.
Scoring and Interpretation: Find your total score by summing the point values for
each question. A score of 52 to 60 suggests that you already think strategically,
which should help you provide strategic leadership to others. Scores of 30 to 51
suggest a somewhat neutral, detached attitude toward thinking strategically. Scores
of 12 to 29 suggest thinking that emphasizes the here and now and the short term.
People scoring in this category are not yet ready to provide strategic leadership to
group members.
Skill Development: Reflecting on your ability to think strategically is useful because
leaders at all levels are expected to see the big picture and point people in a useful
direction.
Figure 13-1
Components of Strategic Leadership
© Cengage Learning
Chapter 13: Strategic Leadership and Knowledge Management: 13-1 The Nature of Strategic Leadership
Book Title: Leadership: Research Findings, Practice, and Skills
Printed By: Lin Lin (llin8@una.edu)
© 2016 Cengage Learning, Cengage Learning
© 2019 Cengage Learning Inc. All rights reserved. No part of this work may by reproduced or used in any form or by any means graphic, electronic, or mechanical, or in any other manner – without the written permission of the copyright holder.
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Chapter 13: Strategic Leadership and Knowledge Management: 13-2d External Threats
Book Title: Leadership: Research Findings, Practice, and Skills
Printed By: Lin Lin (llin8@una.edu)
© 2016 Cengage Learning, Cengage Learning
13-2d External Threats
The purpose of this step is to assess what possible negative impact socioeconomic,
political, environmental, and demographic factors may have on the organization. There is a
downside to every alternative, so think ahead, and do contingency planning. Ask people
who may have tried in the past what you are attempting now. Answer questions such as:
What obstacles do you face?
What is your competition doing?
Are the required specifications for your job, products, or services changing?
Is changing technology changing your ability to compete successfully?
Despite a careful analysis of threats, do not be dissuaded by the naysayers, heel draggers,
and pessimists. To quote Nike, “Just do it.”
Carrying out a SWOT analysis is often illuminating in terms of both pointing out what needs
to be done and putting problems into perspective. Although much more complex schemes
have been developed for strategic planning, they all include some analysis of strengths,
weaknesses, and opportunities. Leadership Skill-Building Exercise 13-2 gives you an
opportunity to conduct a SWOT analysis.
Leadership Skill-Building Exercise 13-2
Conducting a SWOT Analysis
In small groups, develop a scenario for a SWOT analysis, such as the group starting
a chain of Panini restaurants, pet-care service centers, or recycling centers for
electronic devices. Because you will probably have mostly hypothetical data to work
with, you will have to rely heavily on your imagination. Group leaders might share
the results of the SWOT analysis with the rest of the class. Conducting a SWOT
analysis reinforces the skill of thinking strategically about a course of action. A key
challenge in preparing this hypothetical SWOT analysis is to make a distinction
between internal and external forces.
Chapter 13: Strategic Leadership and Knowledge Management: 13-2d External Threats
Book Title: Leadership: Research Findings, Practice, and Skills
Printed By: Lin Lin (llin8@una.edu)
© 2016 Cengage Learning, Cengage Learning
© 2019 Cengage Learning Inc. All rights reserved. No part of this work may by reproduced or used in any form or by any means graphic, electronic, or mechanical, or in any other manner – without the written permission of the copyright holder.
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=486804192452246281052310733&eISBN=9781305273191&id=535542050&nbId=1271802…
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