[pic] [pic] Strategic Leadership and Decision Making 17 LEVERAGING POWER AND POLITICS The ch completelyenges verbalismd by strategic leaders in implementing multiplex and long-range consequential decisions demand that they be sophisticated with respect to issues of leadership, power and influence. The changes that argon shaping the nature of work in todays complex organizations require that we develop the political will, expertise and personal skills to make more flexible, innovative and adaptive. Without political aw arness and skill, we face the fateful prospect of becoming immersed in bureaucratic infighting, parochial governing and destructive power struggles, which greatly retard organisational initiative, innovation, morale and performance (Kotter 1985) Making organizations more innovative, responsive and responsible requires rivet on a number of leadership, power and influence issues. These issues are critical in coping with the strategic environment with all its VUCA characteristics, and strategic leader performance requirements in that environment. The issues influence evolution teams at the strategic level, as well as managing organizational processes linked to values and ethics, organizational culture, visioning and the management of change.

Such issues acknowledge: Implementing strategic or adaptive change in the face of formidable resistance. Fostering entrepreneurial and creative behavior scorn strong opposition. Gaining resources and support from bosses whose personal agendas might include organizationally harmful political games. Avoiding destructive adversarial relationships with others whose help and cooperation are preponderant to your success, but who are outside your chain of command and your handle control, and who may suspect your motives. Building and developing effective teams in an internal environment where the natural tendency is to conflict with from each one other and engage in turf battles. Avoiding... If you want to shoot for a full essay, order it on our website:
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