PPT-MAN707 Strategy, Change & leadership

Lecture 7 Strategic Leadership amp Change Leadership 1 Week Seven Week 7 Objectives Understand the importance of Strategic Leadership Understand the notion of Change Leadership Strategic Leadership. Carolyn Crippen, Ph.D.. Leadership Studies. University of Victoria. 1. Greenleaf’s (1970) Servant-Leader. 2. A S-L is servant first…It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.. Sue L. T. McGregor . PhD, Professor Emerita (MSVU). Manitoba Association of Home Economists (MAHE). Semi Annual Conference . Winnipeg, Manitoba. October 2-3, 2015. Sue.mcgregor@msvu.ca. www.consultmcgregor.com. Six Leadership and Change Concepts. West Virginia 21. st. Century. Leadership for 21. st. Century Schools. November 13, 2009. Jerry Valentine. Professor of School Leadership. Director, Middle Level Leadership Center. NorthEast. . FLorida. Chapter. (Preview). September 29, . 2016. ITT Technical Institute. Jacksonville, FL.. Presented . by. : . Anderson . Francis . Gordon. Anderson Gordon & Associates . 2. Do you belong here? . The Importance of Behaviours. Anne Storey. 21.4.15. Onboard Associates. Experts in Board evaluation and dynamics. Over 30 years each experience in commercial, sports and charity sectors. 20years + Board level . Dinesh Iyer. Ohio University. Strategic Leadership. Sources of Variation in Business Unit Profitability. Unexplained. Variation 42.89%. Business Unit Effect. 31.71%. Industry Effect. 18.68%. Year Effect. Chapter 2. Strategy and Performance. Michael Simpson. Andrew Vargas. Meghan Davidson. Justin Pickard. Introduction. “Carefully crafted strategies often only deliver a fraction of their promised financial value.”. LEARNING OBJECTIVES. THIS CHAPTER WILL HELP YOU UNDERSTAND:. The key features of a company’s corporate culture and the role of a company’s core values and ethical standards in building corporate culture. Leading Second Order Change. General Session. ASSUMPTIONS ABOUT . ORGANIZATIONAL CHANGE. CHANGE IS A PROCESS, NOT AN EVENT. ORGANIZATIONS CANNOT CHANGE UNLESS PEOPLE CHANGE. AT ANY GIVEN TIME MOST PEOPLE ARE NOT USING ALL THE KNOWLEDGE THEY HAVE. Steadman Harrison III. Senior . Leadership Solutions Associate
. Steering Council Member. GCSP-CCL Leadership Alliance
. Addis Ababa, Ethiopia / Geneva, Switzerland
. harrisons@ccl.org.  . CONNECTED Community Webinar Series. Module 1: Foundations of leadership . Gain an understanding of leadership / what it means to be a leader.. Module 2: Fundamentals of leadership . Prepare for leadership.. Module 3: Growing in leadership . Worldwide Extraordinary results. It’s all about people ™ Challenging the Status Quo in Senior Management Roles - How to asses and develop the necessary capabilities for implementing effectiv 1. Learning outcomes (1). Identify . types . of. required strategic . change. .. Analyse how organisational . context . might affect the design of strategic change programmes.. Undertake a . forcefield analysis . . People, Leadership, and Culture. Bongsun Kim. Korea University Business School. Steps of Strategic Management Process. Ch. 4 & 5. Ch. 6, 7, & 8. Ch. 9 & 10. Ch. 11. CEO Characteristics - Strategy Fit.