Leadership Role for Strategic Planning -Essay For this assignment, you should focus on the reading material for week #7. The breakdown of your paper should be as follows:Abstract: Include an abstract in this paper.Introduction: Overview what you will discussGoal: Paper will show me how you are able to apply our reading material for week #7. Body of your paper: (2 Pages total body/content – in length)-Your thoughts should be supported with key terms from our text AND library research. Pick five of the the leadership tasks that are listed on page 357 of our text. Tell me why each task is important to understand as a leader that is involved with the strategic planning process. Explain what each process means and what is involved with the five that you picked. For clarification, these are the interconnected leadership taks that are listed on page 357 of our text:
1)Understanding the context
2)Understanding the people involved, including oneself
3)Sponsoring Process
4)Championing the process
5)Facilitating the process
6)Fostering collective leadership
7)Using dialogue and discussion
8)Making and implementing policy decisions
9)Enforcing norms, settling disputes, and managing residual conflict
10) Pulling it all together


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Leadership Roles in Strategic Planning
Lesson Topics

Motivation Secrets of Great Leadership
Types of Leadership Defined
Leadership comes in many shapes and forms. Every person has different strengths and
weaknesses that contribute to leadership style. The last section of our reading talks about the
importance of leadership and its relationship to the strategic planning process. When studying
leadership, and looking at defining leadership, the definitions are numerous. For purposes of this
lesson, we will look at ways that managers and supervisors can build a culture that promotes
motivation. We will also look at the different types of leaders and how they might be defined.
This information can be used to supplement your course reading, and it can be directly applied to
the steps in the strategic planning process that were studied in previous lessons. What type of
leader would work best at different stages of the strategic planning process and why? Does a
certain type of leader fit better with your organization and what are you trying to achieve? Do
leaders in for-profits need to have different characteristics than leaders in non-profit
organizations? What motives employees in both the for-profit and non-profit sector? These are
important questions that stakeholders should consider when evaluating how to implement
different parts of a strategic plan.
The end goal of strategic planning is to have a successful implementation that creates solid long
lasting value for an organization. A big part of that process includes empowering leaders in your
organization that will motivate employees to achieve those end results. Leaders must first
understand what motivates their employees to work hard. Money is not always the overriding
factor in motivation. Studies have uncovered that things like flexibility, challenges, and
responsibility factored higher in employee motivation than compensation. To get people to
follow you, it is important to know what they want and it is important to have a relationship that
is built on trust and integrity. Llopis states, “Leaders that have your back and that are looking out
for your best interests – will win the trust of their employees who in turn will be more motivated
to achieve”. Part of creating a trusting leader is for leaders to know what motivates employees. If
you help motivate people in ways that please them, employees will view you as wanting to do
what is in their interest. Leadership can also motivate by generally including three actions:
energizing, encouraging, and exhorting your followers.
Exemplifying, Communicating, and Challenging

When pulling together a strategic plan, we talked about vision and mission. A leader must follow
and represent the guidelines within those two statements. It provides an example for employees
to follow and sets the tone that leadership is in line with the plans. This can be compared to HR
staff preaching honesty and integrity in the workforce, but constantly showing up 30 minutes late
to the job. If people are going to follow you, and your plan, you must set an example. From a
military perspective, if soldiers are going to follow the orders of a superior officer into battle, the
soldiers are looking to see that the superior officer puts the welfare of the soldiers above his own
As a communicator, a leader must understand that communication is paramount to success. How
does each leader listen, speak and learn? Followers want to know that your message is more
about words. People need to be told what to do, but they also want to know that a leader is
Leaders need to challenge their employees. Leaders need to understand the desires of employees
to be challenged and to use that inner drive to accomplish goals. Per Llopis, “Today’s employees
are motivated to achieve more than ever simply by the opportunity to create impact.” The
important part of challenging is to make sure that the directives are attainable.
Coaching, Empowering, and Recognizing

Coaching is a foundation to help followers do their job correctly. Leaders are support
mechanisms. They provide guidance and directions to attain end results. This could be done with
things like one-on-one sessions where not only are core competencies and understanding
improved, but leader-follower rapport is continuously developed. Coaching also helps provide
and build leaders for the future.
Leaders need to empower their employees and understand the value that it will bring to the
organization. Stifling an employee’s progress by constantly trying to complete their tasks will
not empower the employee to grow. Leaders need to identify the unique talents that each
employee brings to the workforce and use that energy and intellectual capital to fuel
Leaders need to recognize their workforce. Most people work because they want to be
recognized. The more they are recognized, the more motivated they work. As a culture of
recognition grows so will employee morale and increased productivity. Recognition can also
come in several forms. From a transitional perspective, it could just be simple praise and
encouragement. From a corporate perspective, there are monetary incentives attached like
stockholder equity or bonus programs that are incentivized. If employees are not recognized,
they will not be as motived to help build the organization and help accomplish the goals that are
part of the overall mission. Per Llopis, “Employees are extremely motivated to achieve if this
means that advancement awaits them. As leaders, you will sustain high levels of motivation from
your employees if you can open doors of opportunity and accelerate their chances for
Sacrificing and inspiring are the foundation of exhorting. A true leader will tend to think of
others before his/her self-interests. When employees see these sacrifices, it tends to help build
trust. By sacrificing self-serving agendas, leaders show commitment and conviction to the people
that they lead. This creates a buy-in where employees will also look to sacrifice their interests for
the betterment of the organization and leaders above them. Sacrificing creates a culture of
inspiration. People want to be inspired by the people that lead them.
Types of Leadership Defined
When reviewing employees for leadership positions in organizations, you should also attempt to
understand some of the different types of leadership that you find in your organization. We will
address a few of many below. Are certain individuals better versed at transformational or
transactional leadership? Would certain parts of your strategic plan implementation have better
outcomes with shared and group-centric leadership? These are just a few of the things that need
to be identified to maximize success.
Types of Leadership
Transformational and Transactional Leaders
Transformational leaders are inspiring. According to Spahr, “Some of the basic characteristics of
transformational leadership are inspirational, in that the leader can inspire workers to find better
ways of achieving a goal.”
They do not only look out for the best interest of themselves, but they try to bring all employees
to higher levels of achievement. You will often find that leaders and followers come together
with mutual interests, and the process evolves into a common purpose. Transactional leadership
is more defined around differing outcomes for participants in the same transaction. For example,
a strategic planning stakeholder might agree to work with a certain vendor at a lower price in
exchange for providing the vendor additional customers and increased business. Are the leaders
of your strategic plan aligned with the roles that require them to be transformational or
transactional? The answers to these questions are important to resolve many of the steps of the
strategic planning process.
Shared Leadership and Collaborative Leadership
Many of the traditional models of leadership discuss the theory that is based on individual power
and influence. Shared leadership emphasizes groups working together to achieve a common goal.
It is less about the individual, and more about group-centric processes to achieve common
ground. According to Goldsmith, “Shared leadership involves maximizing all of the human
resources in an organization by empowering individuals and giving them an opportunity to take
leadership positions in their areas of expertise. With more complex markets increasing the
demands on leadership, the job in many cases is simply too large for one individual.”
This is interesting to note because of the communication processes that might be different.
Shared leadership might involve more political maneuvering that is related to both lateral and
vertical influence. These types of leadership roles might involve different skills that revolve
around brokering, negotiating and resolving group conflict. This is important to note while you
develop implementation plans in your strategic planning process because you want to involve the
correct leaders and personnel in the appropriate strategy implementation process. Will the
strategy implementation be successful if it does not include someone with collaborative
leadership skills? Again, the answers are plan specific. In summary, review different leadership
styles and compare them to your organizational needs. A successful strategic plan
implementation will only be as good as the people that lead it.
This week, you have learned more specific information about the motivation secrets of great
leadership and types of leadership. This lesson has focused on providing you with the foundation
to understand that leadership is at the core of implementing a successful strategic plan. Merely
following the ten-step cycle will not in itself provide a blueprint for success. The plan must be
enacted and overseen by leaders that are energetic and inspirational. We have also talked about
the importance of a leader being transformation and collaborative. These skills should be
inherent in the leadership team that is ultimately tasked to maintain and oversee the strategic
planning process. Hopefully, this lesson has helped emphasize that following the strategic
planning cycle is not a guarantee for success. However, this lesson has concluded that a strategic
planning process will have a greater chance of success if appropriate leaders are chosen and
empowered to implement transformational change during the process.
Llopis, G. (2012, June 4). The Top 9 Things That Ultimately Motivate Employees to Achieve.
Forbes. Retrieved from http://www.forbes.com/sites/glennllopis/2012/06/04/top-9-things-thatultimately-motivate-employees-to-achieve/#34f2e7a24fa7
Spahr, P. (2014, November 25). What is Transformational Leadership? How New Ideas Produce
Impressive Results. Retrieved from https://online.stu.edu/transformational-leadership/
Goldsmith, M. (2010, May 26). Sharing Leadership to Maximize Talent. Harvard Business
Review. Retrieved from https://hbr.org/2010/05/sharing-leadership-to-maximize
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Interconnected Leadership Task in Planning
Institutional affiliation
Interconnected Leadership Tasks in Planning
It is important to note that the three interconnected leadership tasks for the strategic
planning as well as the implementation that I did find to be the most interesting include fostering
collective leadership, using dialogue and discussion, enforcing norms, managing residual conflict
and settling disputes (Bryson, 2011). The reason why I chose fostering collective leadership is
that it is a requirement for the strategic planning process to work (Bryson, 2011). The fostering
of collective leadership guarantees that every important facet is put together by the leaders from
various divisions as well as professional backgrounds. It is, therefore, essential in fostering the
element of peace and harmony in the broad process of planning and implementation.
The second important one I chose is the utilization of dialogue as well as the deliberation
(Bryson, 2011). It enables the leaders in the strategic planning to objectify the matter of
inclusiveness which is one of the most critical facets in the entire process of strategic planning
and the implementation process because it provides an opportunity to learn new ideas from the
different experiences of its members (Bryson, 2011). The process of dialogue and discussion is
vital in the process of resolving issues that are complex and cannot be readily agreed. It fosters
the process of change since it promotes the use of skill in the ways of creating and also
communicating warnings.
Enforcing the norms, settling disputes as well as managing residual conflict through
leadership is the last interconnected task for the strategic planning and implementation that I
chose (Bryson, 2011). It is also essential in facilitating the process of implementation because
they bring about a positive organizational culture which can be nurtured hence helping the
process of implementation to be streamlined to allow the members to abide by the set plans to
work towards the achievement of the organization.
Interconnected Leadership Tasks in Planning
Bryson, J. (2011). Strategic Planning For Public and Nonprofit (4th Ed.).Hoboken, NJ:

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