The linkage between Strategic Thinking and Leadership

The linkage between Strategic Thinking and Leadership

Strategic Thinking and 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 taking 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). The highest form of generalization is thus to undo the intentions of the enemy and prevent the opposing forces from coming together. The next thing you will have to do is attack the army of the enemy in this sector. The quicker tactic is to attack the city of the walls, and the highest quality is to kill the resistance of the enemy and to end all 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. Firstly, throughput performance, that implies to the rate at which the system produces revenue from the sale. Secondly, inventory reflecting income that the system has invested in selling. Thirdly, running items; money that the system invests in converting inventory into productivity (Goldratt & Cox, 2016).  Alex needs to think seriously about and connect to the measures to plants operations. He portrays his leadership competence and skills in strategic thinking in the decisions he makes for the plant.

References

Goldratt, E. M., & Cox, J. (2016). The goal: a process of ongoing improvement. Routledge.

Machiavelli, N. (2009). Art of war. University of Chicago Press.

Zorlu, K. (2018). Strategic Thinking and Dimensions of Effective Leadership. In Strategic Design and Innovative Thinking in Business Operations (pp. 173-188). Springer, Cham.