The development of a strategic leadership framework is very important for any organization in order to move at a fine pace toward the achievement of their goals, the management of their human and other resources, and to keep up with the ever advancing trends in the business and trade market. This paper commences with the delineation as well as the significance of the strategic leadership to be prevalent in an organization. Then it moves to establish a framework for the strategic leadership employing the McKinsey's 7-S model of organizational alignment as well as the action-oriented leadership model presented by John Adair. The paper goes on to define the external and internal factors driving the framework and also presents the rationale of establishing such a strategic leadership framework.
Strategic leadership refers to the capability of anticipating, envisioning, maintaining flexibility, and also empowering other individuals for creating the strategic change when required. Strategic leadership is multifunctional by nature, and it entails management by means of other individuals, management of an enterprise instead of an operational subunit, and also, dealing with the change which persists to escalate in competitive landscape of the current era. Due to the global disposition and complexity of this landscape, it is necessary for the strategic leaders to learn the means for influencing the human behaviour effectively, most frequently in ambiguous circumstances. The effective strategic leaders, by means of their capability of envisioning the future, impact the feelings, thoughts and behaviours of the ones they work with. The most critical skill of an effective strategic leader may be perhaps the capability of managing the human resource. What influences the success of a strategic leader in the current era is the intellectual capital, counting the capability of managing the knowledge and creating and commercializing innovation.
Further, competent strategic leaders develop the framework by means of which stake holders of the organization, like the suppliers, customers and employees, may operate at ultimate efficacy. The development of a fine framework of strategic leadership within an organization holds a lot of significance. This is for the reason that if, for any reason, the organization is left with an abyss in the domain of leadership, the ripple effects are experienced broadly inside as well as outside the organization. Talking about inside the organization, the company is probable of suffering from a predicament of productivity, confidence and morale amongst the personnel, and like wise, the stakeholders might get flustered when the organization is left rudderless and become apprehensive about the security and prospect of their investment.
The 7-S Model of Organizational Alignment
Many strategies take into view the external factors, whereas many others consider the internal ones, some take into consideration the combination of both the perspectives, while some others take into view the correspondence amongst the several aspects of the organization. When many models of the effectiveness of an organization become in and out of vogue, one which has continued to remain is the 7-S framework presented by McKinsey. The fundamental idea of this model is ...