Learning Outcome
Assessment Criteria
1. Understand the role and context for strategic leadership
1.1 Critically appraise the impact of organisational context on strategic leadership
Organisational context: Purpose (strategic definition, vision, mission). Strategic narrative (historical
perspective). Myths, stories. Systems, processes, structure (Johnson et al., 2011). Governance (e.g. public,
private, third sector). Legal status of the organisation. Type (operational, local, international, global,
project/programme based, departmental and strategic business unit). Levels of organisational maturity
(Carnegie Mellon Maturity Index ‘CMMI’, 1990). External environment.
Impact: Organisational structure, strategic direction, organisational culture. Commitment to corporate social
responsibility and sustainability. Equality, diversity and inclusion. Stakeholder (internal and external)
expectations and existing perceptions. Ability to change and innovate. Organisational ethics. Obligations (e.g. founding principles, charitable requirements such as commitment to offering specific services and support). Levels of leadership responsibility, autonomy, accountability.
1.2 Critically appraise the role of the strategic leader to set and realise organisational goals
Role of the strategic leader:
● Defines, shapes and communicates organisational purpose, vision, mission, culture and values.
● Develops the strategic direction of the organisation. Implements strategic plans.
● Shapes and manages the communications strategy for their area of responsibility
● Plans to establish strategic goals. Determine strategic options (e.g. risk, financial, reputational, legal,
management). Identifies, achieves, maintains competitive advantage (Hoskisson, Hitt and Ireland, 2004).
● Select and create strategy. Planned. Intended. Emergent. Opportunistic. Resource based view of the firm.
Scenario planning and rational planning model. Strategic Planning as a Top Down/Bottom up process.
The Five Ps of Strategy. Deliberate and emergent strategies (Whittington, 2000).
● Leads the organisation ethically and legally in line with board and organisational governance. Diversity
and Inclusion (Kirton et al. 2014). Definition and Values (Patrick and Kumar, 2012).
● Initiates, leads change and innovation. Different types and approaches of change (e.g. incremental and
transformational change). Identifies drivers of change and new ways of working across infrastructure,
processes, people and culture and sustainability. Applies different theories/models of change (e.g. Eight
Step Change Model (Kotter, 2012), Radical Change within Traditional Structures (Oswick, 2015)). Creates
an environment for innovation and creativity. Selects and applies tools and techniques to support
innovation and change.
● Drives continuous improvement. Selects and applies tools and techniques (e.g. LEAN methods (Krafcik,
1988). Six Sigma (Pyzdek and Keller, 2018). Statistical Process Control ‘SPC’ (Salacinski, 2015)).
● Applies systems thinking to understand complexity (Checkland, 1999; Senge, 1990).
● Understands the importance of brand relationship and reputation management.
● Leads individuals and teams with impact (Belbin, 1981). Develops people and their capabilities.
● Collaborates with partners and manages complex relationships with multiple and diverse
stakeholders/customers. Stakeholder management (Lindgreen el al. 2019). Responds to changing
stakeholder/customer demands. Builds trust and rapport with stakeholders (e.g. employees, customers,
shareholders).
● Works with board and company structures.
● Works with corporate leadership structures (e.g. the markets it operates in, roles and responsibilities, who
its stakeholders are and what they require from the organisation and the sustainability agenda).
● Ensures financial sustainability and accountability. Manages resources and measures outcomes.
● Able to anticipate and predict future opportunities and threats (e.g. impact of disruptive technologies and
mechanisms that challenge traditional business methods and practices). Horizon scanning (e.g.
STEEPLE and SWOT).
2. Understand the behaviours and skills for strategic leadership
2.1 Critically appraise the leadership behaviours and skills required to deliver strategic goals
Leadership behaviours and skills:
● Ethical approaches to leadership (Mendonca and Kanungo, 2007). Consistently role modelling
exemplary behaviour to internal and external stakeholders (Mintzberg, 1973). Personal presence
‘Visibility’. Mental toughness (Lyons, 2015). Engenders empowerment. Drives a culture of resilience.
Takes ownership and responsibility. Reflective practice.
● Acts with integrity, accountability, builds trust and rapport. Able to influence people (e.g.
intra/inter-organisational). Ability to act as an advocate and/or sponsor. Uses negotiation strategies.
Applies social intelligence (Goleman, 2006). Ethical, authentic (George, 2003), Values equality, inclusion
and diversity. Empowers and engages stakeholders. Uses diplomacy. Manages conflict
(Thomas-Kilmann, 1997; Rahim, 2002). Builds confidence in others and enables people to take risk.
Delegates effectively. Understands approaches to enabling mental health and wellbeing. Curious and
innovative, exploring areas of ambiguity and complexity and finding creative solutions.
● Understands and applies legal and regulatory frameworks and governance e.g. Equality Act (2010),
Prevent Strategy (2011), Modern Slavery Act (2015), General Data Protection Regulation (GDPR)
(2018), Companies Act (2006).
● Uses experiential knowledge, data and information to implement and manage change. Socialisation,
Externalisation, Combination, Internalisation (SECI) Model (Nonaka and Takeuchi, 1996).
● Communicates with impact (uses personal presence and ‘storytelling’ to articulate and translate vision
into operational strategies, demonstrates clarity in thinking and uses inspirational communication). Gives,
receives and acts on feedback. Provides challenge at all levels. Organisational silence ‘why
organisations don’t communicate’ (Morrison and Milliken, 2000). Different organisational communication
strategies (Clampitt et al., 2000). Organisational gossip (Michelson and Mouly, 2000).
● Leadership theory: Value-driven Leadership (Gentile, 2014). Leading with integrity (Blanchard, 2011).
Resonant Leadership (McKee, Boyatzis and Goleman 2003). Five Practices of Exemplary Leadership
(Kouzes and Posner, 1987). Ethical Leadership (Mendonca and Kanungo, 2007). Leadership Styles
(Goleman, 1995). Entrepreneurial Leadership (Roebuck, 2014). Authentic Leadership (Goffee and
Jones, 2011). The Servant Leader (Greenleaf, 1977). Cross Cultural Leadership (Hofstede, 1991).
Transformational Leadership (Bass and Riggio, 2006). Start with Why (Sinek, 2011), Project GLOBE
‘Global Leadership and Organisational Behaviour Effectiveness’ (House et al, 2004).
2.2 Critically reflect on how the principles of strategic leadership can be applied to respond to complex
organisational challenges
Complex organisational challenges related to the internal and external environment:
● Organisational change. Threat of new competitor. Diminishing resources. Changes in customer
requirements (changing customer demands and trends). Technological change. Global markets.
Performance targets. Shifting population. Loss or gain of a major client. Legal and regulatory change.
Political change. Litigation. Toxic cultures (e.g. bullying, sexism, me first attitudes, hostility, infighting).
Impact of social change (e.g. #MeToo movement/campaign, mental health and wellbeing campaigns,
LGBTQ+).
Principles of strategic leadership:
● Application of leadership theory: Value-driven Leadership (Gentile, 2014). Leading with integrity
(Blanchard, 2011). Resonant Leadership (McKee, Boyatzis and Goleman 2003). Five Practices of
Exemplary Leadership (Kouzes and Posner, 1987). Ethical Leadership (Mendonca and Kanungo, 2007).
Leadership Styles (Goleman, 1995). Entrepreneurial Leadership (Roebuck, 2014). Authentic Leadership
(Goffee and Jones, 2011). The Servant Leader (Greenleaf, 1977). Cross Cultural Leadership (Hofstede,
1991). Transformational Leadership (Bass and Riggio, 2006). Start with Why (Sinek, 2011), Project
GLOBE ‘Global Leadership and Organisational Behaviour Effectiveness’ (House et al, 2004).
● Application of change management theory and approaches: Different types of change (e.g. incremental
and transformational change). Selection of theories/models of change (e.g. Eight Step Change Model
(Kotter, 2012), Radical Change within Traditional Structures (Oswick, 2015)). Creates an environment
for innovation and creativity.
● Application of decision-making tools and techniques: Response to stable and Volatile Uncertain Complex
and Ambiguous Environments (e.g. Ethical decision making (Barr and Campbell, 2011). The Combat
Estimate (7 Questions) (Ministry of Defence). Six Thinking Hats technique (De Bono, 1985). Decision
trees. Reflective practice (e.g. Reflective Cycle (Gibbs, 1995), Learning Cycle (Kolb, 1984). Using
emotional intelligence (Goleman, 1995)).
