Leadership Skills And Strategies

Running head: LEADERSHIP SKILLS AND STRATEGIES 1

Leadership Skills and Strategies

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LEADERSHIP SKILLS AND STRATEGIES 2

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

LEADERSHIP SKILLS AND STRATEGIES 3

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

LEADERSHIP SKILLS AND STRATEGIES 4

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

initiated.

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

LEADERSHIP SKILLS AND STRATEGIES 5

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

LEADERSHIP SKILLS AND STRATEGIES 6

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.

LEADERSHIP SKILLS AND STRATEGIES 7

References

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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