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Strategy

The effectiveness of leadership

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The effectiveness of leadership

The effectiveness of leadership denotes the willingness of leaders to use their power and skills to achieve their objectives. Strategic thinking is essential to leadership performance. Most researchers see it as the ability to synthesize and use insight and intuition to provide an integrated view of an organization (Zorlu, 2018). Strategic thinkers are said to make smart decisions and give their organizations greater meaning. Strategic thinking is thus regarded as an essential competency for the efficiency of leadership. This paper offers a discussion to articulate the linkages between strategic thinking and leadership, as demonstrated in The Art of War, and The Goal books.

System perspective, intelligent opportunism, thought in moments, guided and intent-focused hypotheses are all different variables of strategic thinking that influence leadership performance. In contrast, leadership effectiveness is measured with various variables, such as intercultural abilities, influence, dedication follow-up, flexibility, and group management (Zorlu, 2018).

In the art of war, Sun Tzu suggests to take the enemy’s territory whole and untouched; it is not successful in pounding and killing. Often, a whole army needs better to be rescued rather than destroyed, a division, a detachment, or an entire company captured rather than destroyed (Machiavelli, 2009). So the highest type of generalization is to balk the enemy’s plans and avoiding junction of the enemy’s forces. The next thing to do is assault the enemy’s army in this field, and the baldest strategy is to assail the walled citadel in any battle; the supreme excellence consists in destroying the enemy’s resistance, and crushing all the wars (Machiavelli, 2009).). So as leadership effectiveness, leaders need to possess intellectual ability to act right and progressively in strategic planning.

Additionally, in the Goal, Alex shares information about how the plant will meet the goals and the new priorities along with its plant manager, Lou. They are aware that cash flow, investment return, and net income desperately need to be improved. The notion seems unlikely, however. His physical trainer, Jonah, support Alex in his search (Goldratt & Cox, 2016). Three operating measurements are revealed to Alex. first, throughput performance, which is the rate at which the system produces revenue from sales and secondly, inventory reflecting income that the system has invested in selling. Thirdly, running items; money that the system invests in converting inventory into an output (Goldratt & Cox, 2016), which Alex needs to think seriously about and connect to the measures to plants operations. Alex portrays his leadership competence and skills in strategic thinking.

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