Southern Company Wanda Lassiter Strayer University HRM 532 November 28th, 2016 Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy. To evaluate (Goldsmith, p. 246-247) effectively in the role has a strategic leader, a leader has to build upon the work that has already been done before. The leadership action council formed project teams to look into issues and make suggestions on how to make it better. The teams were formed to review all areas of an organization to include the planning, leadership assessment, development, and education. Each team lead that was led by a leadership action council member utilized Human Resource support and management. …show more content…
These competencies included relating and networking, leading and supervising, persuading and influences, planning and organization. The leadership council also help Southern Company by deciding on actions, formulating concepts and strategies, critical thinking and assisting in adapting to change, In the ten discipline (Internet) of strategic leadership one must remember to distribute the responsibility. Leaders will gain their skill knowledge through exercise and practice. Upper management should always strive to power downward to empower folks at all levels. A manager should be open and honest about any information that is given. When false information is given it undermines employee confidence. Create multiple ideas when testing because when you present an idea to management, it is very impressive to strategic leaders. Leadership allows acceptance of failure and willingness to accept failure in the early stages. Employees should know that it’s safe to fail. Another discipline of strategic leadership is to provide another route to strategic leadership. Management should give leaders the chance to meet other employees …show more content…
An alternative way is to develop (Goldsmith, p. 254-255) a senior leadership program which assist with understanding regulatory and global challenges. Examine discipline decisions that will create positive decisions. Make sure the networks are strong and can drive organizational change. Manage diversity and ambiguity. Institute a vision for the company as well as yourself. Have a personal commitment and act on those commitments. Present ideas with the company leaders and executives. Study cases, material and other presentations. Apply learning of the business and network opportunities. Provide any feedback to upper management on improvements, insight, finance, and leadership presence. Another area of suggestion that can be useful to any organization is emerging leader programs. Companies have the responsibility to provide employees with development activities that will eventually lead them into leaders. Leadership development programs consist of critical thinking, influencing and persuading, organizing and planning and networking. Other alternative ways is to increase visibility and (Internet) assure consistency.
This involves choosing from a lot of alternatives of ideas and producing a strategy on how they will be able to make trade-offs. The team’s activities here include ambassadorship and task coordination. The key leadership activities here include visioning and inventing.
Tapinos, E., Dyson, R.G. & Meadows, M. (2005). The impact of performance measurement in strategic planning. International Journal of Productivity and Performance Management, 54(5/6), 370-384.
Lauer, C. (2008). The 4E Leader: Hack Welch's Winnging Leadership Formula. In The Management Gurus.
Enable Others to Act – leaders actively engage individuals and make an effort to generate an ambience of trust and self-esteem.
This entails going beyond standards. In this section leaders look for challenging opportunities. Leaders who follow this behavior “Search for Opportunities by seizing the initiative and looking outward for innovative ways to improve” (Kouzes, J.M. & Posner, B. V. Pg.156). Through this process leaders and subordinates create ideas and take risks. On many occasions, disappointments can occur; However other challenges can be successful. If leaders do not take risks, they stay at standard pace; doing so is said to breeding mediocrity. During our LPI assessment, the questions that triggered a review of my personal skills in this process was: seeking challenging opportunities that test my skills and abilities, challenges people to try to new and innovative ways to do their work, searching outside the formal boundaries of my organization for innovative ways to improve what we do, asking-what can we learn? When things don’t go as expected, making certain that we set achievable goals by making concrete plans and establishing measurable milestones for the projects and programs that are worked on and lastly, experimenting and taking risks, even when there is a chance for failure. In, my opinion, this is probably the scariest of the five exemplary leadership practices. The unknown is always intimidating. Notably, I now understand why it’s such an important
Leadership is not a role which should be readily appointed to someone nor can it be successfully thrust upon the shoulders of just any individual. It is a characteristic that is acquired, developed and honed through a varying multitude of life experiences and lessons learned. This includes personal and professional experiences, forethought and vision and the ability to aptly conceptualize and value the necessary ingredients of positive leadership.
The author listed the Phases of Team Development into Forming, storming, Norming, and performing .
Three practices I found in the LPI, that I need to work on, to increase my effectiveness as a leader include: 1) “experimenting and taking risks, even when there is a chance of failure”, 2) “becoming clear about my philosophy of leadership”, and 3) “seek out challenging opportunities that test my skills and abilities”. The first behavior that I would like to improve upon is “experimenting and taking risks, even when there is a chance of failure”. For me I believe this behavior will be my most challenging, I have never been good at taking risks especially if there is a risk of failure. After my crisis three years ago this seems even more daunting because seeing my whole self as failure nearly
Strategic management is a broad concept means “the responsible integration of strategic planning and implementation across an organization in an ongoing way to enhance the fulfillment of mission, meeting of mandates, continuous learning, and sustained creation of public value.” which all need implementation. (Bryson, 25) Strategic management system also called performance management system or result management system. “Many organizations now are building and maintaining an organization-wide strategic management system as a way of fostering greater rationality, coherence, and cost-effectiveness in their strategies and operations.” (Bryson, 319)
A Harvard Business Review article (Rosh & Offermann, 2013) states that the first step to being an effective and authentic leader is to build a foundation of self-knowledge. A better understanding of these strengths will unfold, as feedback is received from the individuals tasked with the PAMS assessment. The analysis indicates strengths in the areas of planning, organizing, controlling, and utilization of tools and technology. These strengths are clear and powerful attributes that any manager or leader should possess. The capability of developing a course of action is equivalent to the success in a leadership role; it is from the numerous leaders contained within an organization that plans are derived and subsequently executed and without effective leaders many initiatives would never flourish (DuBois, Koch, Hanlon, Nyatuga, & Kerr,
Many models are used to assist in understanding various leadership concepts. The one discussed in this essay is designed to illustrate the process of moving from a vision to a strategic execution. This class has given us the aptly named, “From Vision to Execution,” model. This model takes the shape of an inverted pyramid with six stages; Vision, Team Building, Environmental Scanning, Strategic Intent, Calibration, and Execution. This model, and the paragraphs below, are intended to show the necessary steps to take a broadly defined vision, evaluate and assemble the appropriate resources, review and design a plan of attack, and ultimately bring the vision to life. Encompassing each step is the overarching issue of constraints. Constraints can, and will, manifest themselves each step of the way. As seen in our slides, constraints can be regulation and laws, shareholders, the Board of Directors, social pressures and sanctions, legitimacy, or possibly even the vision itself. It is critical that leaders know where they want to go, and have a roadmap for getting there. This model is that roadmap. While it is not all-inclusive of the many talents leaders must possess, it does reflect many of the talents the great ones had. To further illustrate the model I will incorporate many examples of distinguished leaders from videos and class (Jobs, Kelleher, Welch), rely on several articles (Isaacson, PWC, Schwarber, Quiznos), and reiterate some information from our slides.
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
Additionally, understood the strategy implementation, actions made by firms that carry out the formulated strategy, including strategic controls, organizational design, and leadership. environmental
I have never held a position that required me to exercise strategic leadership. My leadership experience has primarily occurred at the tactical level and I have only briefly encountered the operational level. All aspects of strategic leadership will challenge me, in particular the complex, abstract, and ambiguous problem sets that are standard for a strategic leader. Strategic leadership will stretch and test me in my critical thinking and administrative skills in dimensions in which I have never been challenged before. I am cognizant that my skill set and experience from leading at the tactical level will not necessarily transfer to the strategic level. The executive assessment highlighted a number of my weaknesses. These weak areas must experience growth and development, if I expect to effectively lead and produce results at the strategic level.
The development and standardization of the performance management system included both leadership and employees. They accomplished this by involving the employees in training of talent management and by assessing the needs of their individual divisions (Aguinis, 2013).