The breakdown of your paper should be as follows:
Abstract: Include an abstract in this paper.
Introduction: Overview what you will discuss
Goal: Paper will show me how you are able to apply our reading material for week #7 attached PDF.
Body of your paper: (2 Pages total body/content – in length)-Your thoughts should be supported with key terms from our text AND library research.
Pick five of the leadership tasks that are listed on page 357 of our text attached pdf. Tell me why each task is important to understand as a leader that is involved with the strategic planning process. Explain what each process means and what is involved with the five that you picked.
Five leadership Tasks:
1)Understanding the context
2)Understanding the people involved, including oneself
3)Sponsoring Process
4)Championing the process
5)Facilitating the process
6)Fostering collective leadership
7)Using dialogue and discussion
8)Making and implementing policy decisions
9)Enforcing norms, settling disputes, and managing residual conflict
10) Pulling it all together
s has been pointed out before, strategic planning is not a substitute for effective leadership. There is no substitute for effective leadership (and committed followership) when it comes to planning and implementation. Instead, strategic planning is simply a set of concepts, procedures, and tools designed to help executives, managers, and others to think, act, and learn strategically on behalf of their organizations and their organizations ’ stakehold- ers. At its best, strategic planning and strategic management help leaders pursue virtuous ends in desirable ways so that signifi cant public value is created and the common good is advanced. At its worst, strategic planning drives out strategic thought, action, and learning; makes it more diffi cult for everyone to do their job; and keeps organizations from meeting their mandates, fulfi lling their missions, and creating public value. Whether strategic planning helps or hurts depends on how formal and informal leaders and followers at all organizational levels use it — or misuse it.
In each of the cases detailed in this book, executives, managers, and others had the ability to think, act, and learn strategically. They used strategic plan- ning to tap this ability, canvass diverse views, build coalitions and commit- ment, and identify and address key organizational issues in order to enhance organizational performance in the eyes of key stakeholders. They used strategic planning to help their organizations proceed with some certainty amid plenty of ambiguity, unpredictability, and complexity. Without inclusive, collaborative
Leaders perform political, spiritual, and intellectual functions as well as managerial and group – maintenance tasks. These range from providing vision and strategies for change, to mobilizing a constituency, to facilitating
group decisions or creating coalitions. — Charlotte Bunch, Passionate Politics
