Leadership skills and strategies

Leadership Skills and Strategies
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Leadership Skills and Strategies
Business modules necessitate the efficient utilization of available resources to achieve
company objectives. For a company to sustain competitive advantage, there are several
requirements required in the management of its resources. The research addresses the
principles that describe the executive strategy and the elements that are necessary for
companies to achieve competitive advantage. Business environments are prone to change;
therefore, teamwork, culture, leadership and strategic alignment define elements of
organizational capital that are the driving force for sustaining a company’s ability to position
itself in its industry.
Business strategy explores all procedures involved in gathering information,
developing a plan, and implementing it. Executive approach in business perspectives
evaluates all activities involved in developing a product or service and selling it. There are
tremendous achievements for any business that can operate efficiently, maximizing the
potential of all available resources (Champoux, 2011). Since competitive advantage
highlights the unique attributes that separate business from others, ensuring that the practices
are not adopted by competition should be a priority for brands. Strategic positioning enables a
company to establish a foundation for competitive advantage and is rooted in three
fundamental principles.
The first principle involves enabling decision makers to distinguish between what is
of value to the company’s operations, in turn, allowing them to disregard practices that do not
add value. Leadership is an essential contributor to decision making for top management.
Bottom to high communication enables the management team to receive a lot of suggestions
for business approaches, but with all ideas coming in, absorption of relevant information
requires disregarding what does not define the company's strategy in strategic management.
The second principle involves synchronization of operations in the company. Companies that
have procedures that complement each other possess the competitive advantage that cannot
be readily adopted by competitors leading to effective strategy.
Strategic management attempts to enhance value addition based on a best-fit approach
for a specified audience. The sources that are covered in defining strategy include providing
specified value to a broad audience, reducing the quantity of value provision but meeting
more needs of smaller markets and meeting multiple interests of a large customer base. There
is a need for defining which section of the consumer market is to be reached and dynamics of
value provision.
Since business strategy defines an organization's ability to adapt available resources in
meeting an emerging need, there is a need for exploring the factors that determine
competitive advantage. Competitive advantage is controlled by elements that are continually
changing and often require timely intervention strategies. The first factor that defines
competitive advantage is the threat of new entries to the industry. Emerging threats demand a
percentage of the market share, influencing revenue for an existing company. A current
company is required to react to new players in the industry depending on the features
represented by the emerging competition.
There are various influences that act as resistors of new competition such as demand
economies of scale and supply economies of scale. Supply economies of scale occur due to
existing companies having a significant influence on suppliers such as buying in masses;
therefore, they can lower prices for their finished products. The losses are distributed to the
abundant supplies while forcing emerging companies to reduce pricing incentives and
eventually run out of business. Demand economies of scale prompt a different approach in
addressing emerging challenges; therefore, leadership in strategic management is essential for
competitive advantage. Apple provides an excellent case study. The company’s position as a
computer and mobile phone brand enabled it to target the music industry. Capital resources
allowed it to successfully position its reach in the music industry.
The bargaining power of customers is another factor that affects competitive
advantage and should, therefore, be considered in establishing strategies. Substitute products
and services offer challenging responsibilities for companies as they define vertical
competition. Rivalry in existing businesses poses a significant threat to a brand’s positioning.
Leadership plays a crucial role in communication, and administration cuts do not produce
desirable impacts in consumer markets today. Innovation and creativity will be discussed in
evaluating organizational capital as a tool for implementing the strategy.
There are three intangible elements that are assets to organizations: organizational
capital, human capital and information capital. Corporate capital defines an organization's
ability to execute strategy. Since strategy necessitates the ability of a company to make value
provision unique from competition, sustaining quality demands organizational resources to be
flexible in operations. Organizational capital provides a foundation for executing measures to
meet emerging requirements, and it has four sections that determine how the change will be
Culture defines the set of principles and belief systems that shape the running of a
business. The core values that a company is built on should resonate with management and
subordinate quarters. Culture enables employees to join in the corporate vision. For
stakeholders in a company to execute tasks efficiently it is essential for all objectives to lead
to a common purpose which should be realizing short-term and long-term goals. Without a
well-communicated culture, employees cannot understand strategy and meet fluctuating
market forces.
Leadership is an additional input to management. While management defines
utilization of available resources effectively, leadership aims at enabling employees to see
and share in the vision (Schermerhorn, Hunt, Osborn & Uhl-Bien, 2011). Leadership inspires
employees to execute change. Transformational leadership adopts principles that enable an
employee to commit to an organization and play an active role in task execution. Employees
who associate company success with their achievements make essential contributions to
organizations. Leadership, therefore, plays an instrumental role in deciding which resources
are to be prioritized to meet emerging demands for corporate strategy.
Alignment explores an asset to a company that enables efficient utilization of
resources. Arrangement defines which tasks are important and ensures that processes within
an organization are synchronized and complement each other. The result is a sustained
platform for competitive advantage whereby all available resources co-exist for a common
goal. The sections of organizational capital all require group interactions where brainstorming
is exercised.
Teamwork is the last section of the organizational capital, and it determines how well-
introduced strategies can be implemented. Collaboration requires the development of
interpersonal relationships between management and subordinate staff to achieve goals. For
the corporate plan to be executed, challenges to group dynamics have to be intervened.
Teams present diverse skill sets and talents and offer a strength for corporate. The difficulty
with teamwork is that cohesive teams may dissolve individual contributions while isolated
members of teams drag team success. To address the problems of group dynamics, elements
such as groupthink should be discussed to ensure that decision-making platforms for change
are credible.
The human capital explores the employee element in strategy development. A
company’s management evaluates skill sets and employee knowledge required for change
once an organization establishes a process for strategy change involving communication of
the new elements vital for sustaining competitive advantage, creating a required attitude for
the change, developing plans, implementing them and establishing evaluation tools. Training
features require integration of culture and practices to enable employees to adopt procedures
needed in strategy management.
The human capital aspect in corporate strategy utilizes a company’s ability to attract
talent that is suited for adapting to changing operational systems. Information capital
addresses management systems adapted to determine the flow of information in business
strategy. Elements such as systems, databases, and networks are described in information
capital (Porter, 2008). Companies utilize different approaches to measure the effectiveness of
the business strategy, analyzing the input of human capital, information capital and
organizational capital in alignment with corporate strategy.
The balanced scorecard provides an assessment tool where organizations can measure
strategy effectiveness. Through considering consumer perspective in evaluating performance,
elements such as costs, quality and service can be determined. The balanced scorecard
recognizes operations that define competitive advantage highlighting the most critical
processes for success. Tracking systems are vital for ensuring essential processes remain
optimum in performance. The balanced scorecard explores the company's ability to sustain
the creation of value as a tool for competitive advantage. The last measure analyzes return on
capital quantifying the effects of the strategy.
Champoux, J. E. (2011). Organizational behaviour: Integrating individuals, groups, and
organizations. New York, NY: Routledge
Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business
Review, 86, 1, 78-97.
Schermerhorn, J.R., Hunt, J. G., Osborn, R., & Uhl-Bien, M. (2011). Organizational
Behaviour. New York, NY: Wiley

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