Most leaders grossly underestimate what it takes to lead effectively. Failing of leadership starting and ending at the top. Lack of a true motivating leader. This contributor offered some specificity: "Weak leadership. This results in improper resource allocation, lack of buy-in, poor follow-through, inadequate checks, misaligned goals/ strategies/ actions, inefficient rewards and punishments, cover-ups, etc."
This respondent noted that there was enough blame to go around: "Not a lack of leadership from the main person in charge but from either a lack of ability or the lack of 'willingness' from other personnel who are needed to step up and truly lead the effort to bring the strategies from paper to production." The message here is that we are all called to lead from wherever we are, even if we're not at the top.
Not all management teams are blessed with skilled leaders. "Management team and/or owner not experienced/skilled enough to carry out the strategy." Some have titles associated with leadership, but not the authority: "No assigned champion/true owner of each project who has the authority to implement." I was taught that you must delegate authority at the same time you delegate responsibility. Lastly, we have leaders who are just plain stubborn, kind of like a mule with a good parking space at the mall: "...'rogue' links in the management chain that distort the plan to suit their OWN vision, thus subverting the directive from the top without authorization." Now I'm thinking fly-fishing is actually easier.
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Strategic Management Tutorial
From Planning To Strategic Management And Beyond
Strategic Management: Success Or Failure?
A Look At The Total Process
The Challenge Of The Future
The Environment: Assumptions In Planning
Techniques For Assessing The Environment
Business Philosophy (ethics And Morality) And Strategic Management
The Corporate Appraisal – Assessing Strengths And Weaknesses
Analysing The Industry And Competitors
Analysing The Uk Management Development And Training Industry: A Case History
The Search For Shareholder Value
Vision And Objectives
Strategic Portfolio Analysis
Portfolio Analysis In Practice
Strategic Planning – A Second Look At The Basic Options
Multinational And Global Strategy
Technology And Manufacturing
Strategic Planning For Human Resources
Relating To The External Environment
Evaluating A Business Plan
Project Planning And Appraisal
From Plans To Actions
Management Of Change
Introducing Strategic Management
Why Planning Sometimes Fails
Strategic Management To Strategic Change?
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