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Porter Novelli

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Heckman (2011) points out that, effective leaders formulate competitive strategies that are implemented to make an organization competitive within the market place. Nonetheless, strategic leaders form part of executing strategy. Venkateswara (2004) argues that strategic leaders do not only formulate or craft policies, but they also set examples by executing them. Ideally, the leaders’ primary responsibility is to implement the chosen strategy and reveals the action plan to other employees. Primarily, the strategic leaders build an organizational culture that drives the realization of the formulated strategies. They direct the efforts of the employees towards achieving set high goals in the organization.

In fact, the management team accomplishes competitive, distinctive capabilities that make organizations profitable consistently. Arguably, strategic leadership helps in choosing the right people that are best placed to execute strategies within organizations. They pick correct roles, and right people to suit such roles. Procedurally, the strategic leaders evaluate the performance of individuals within the organization and measure the performance of the organization in general. Karin Behrens (2008), posits that the organization’s leadership must always remain agile to ensure stakeholders pursue the formulated strategies effectively.

Without performance evaluation, the enterprise is destined to failure. Strategic resilience makes the organization successful. The leaders evaluate their performance and measure the performance of others as a way of ensuring there is boosted performance at the firm. On the other hand, effective or strategic leaders nurture and utilize talents within and outside the organization. Talent management within an organization is quite critical. Karin Behrens (2008) believes that proper management ensures efficient utilization of skills that results in greater achievement to the organization. As such, talents must be identified and properly managed within the organization.

However, the internal abilities must be aligned to meet both the long term and short term objectives of the organization. According to Bourne, Melnyk, and Faull (2007), this process entails building the needed talents from within the business as well as outside its in boundaries. There are five-point criteria used to evaluate the performance of individuals within the organization. I. Strategic congruence It is the evaluation of performance based on the alignment of the goals of the organizations to the strategies of the organization.

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