Strategic leadership

what is strategic leadership?

Strategic leadership is an ongoing process that drives the institution's evaluation, decision-making and communication systems at all levels, including the work of the board.

Among organizations that use strategy consistently and continuously, it often functions as a reciprocal leadership team—as an interactive guiding process, not just as a control system.

the purpose of strategic leadership

The strategic process focuses clearly and authentically on a vision for the future.Strategic leadership is often relatively centralized and depends on the commitment of the president, other senior leaders, and the effectiveness of a central committee or board.

the main role of strategic leadership

In a few institutions, strategic leadership appears to be embedded in part or all of the organization as a cultural and organizational disposition, and not just as a set of formal deliberative procedures.

  When this happens, a position has been achieved that manifests itself in the distribution of leadership throughout the organization.New ideas are surfacing in many places, initiatives are being taken by a wide range of groups and individuals, and the differences between leaders and followers are becoming hard to define, as they are always changing places.

strategic leadership vision

Those with authority follow those with the most compelling ideas and lead by designating people and resources around the best opportunities.History and vision have been largely internalized, and leadership is a transparent process and a presence in how decisions are made and executed.Even as hypotheses, these positions offer a set of benchmarks for mapping an institution's experience and goals for policy work.

how to define a strategic leadership program?

 When an institution decides to inaugurate or revamp a strategy program, it greatly benefits from situating its approach and defining its intentions.

 He should ask himself two basic questions: How have we used the strategy process in the past? How should we use it now? Those leading the process need to know what they expect: from the process, from themselves, and from those who will give their time and energy to it.

Whatever the opportunities for using strategy, many of which may be limited by circumstances, careful consideration of organizational dynamics and the thought patterns that set the context makes the prospect of success much