Analytic human dimensions processes

1. Yousser Gherissi Hegazi
PhD in Leadership development & management
May 2014
Building strong leadership

2. Introduction
“Management is doing things right; leadership is doing
the right things.” Peter Drucker, Warren Bennis
Leadership skills are related to analytical and human
capacities that drive organizations to significant growth
and senior managers to leaders

3. strategic leadership must build understanding
Strategic leadership defines the benefit to supply an
effective alignment that allows the organizational
success and the development of an organization.
Leadership needs the necessary skills for the strategy
formulation and the implementation of the organization.
(Applied strategic leadership; Consulting Parkli- 2013).
However management requires strategic leaders with
managerial abilities that allow them to work with their
groups of work and to adapt necessary changes.
Consequently the applied strategic leadership must
build understanding, ownership and the alignment of the
strategic program with the function of all key
stakeholders groups

4. Driving successful change
organization leadership team’s levels define a clear strategic
direction practical and easier to understand by all, such as:
Build the senior team’s leadership capabilities that lead to change;
Communicate clearly the strategic direction which link to drive
successful transference;
Understand how to adapt and take benefit of new changes;
Some behaviors are reported as a result of work, such as:
Employees prioritize work that has greatest strategic impact;
Teams find new ways to do work that lead to organization’s gains;
Employees look for ways to support experienced strategy that link
tojob satisfaction and self-confidence increases

5. Main strategy key role
Analytical- leaders must be convinced that the proposed strategy
is able to manage the development results that reach the goals and
the growth of organization. Consequently they must focus on
organizing and mastering the data and developing arguments that
will drive the organization’s competitive advantage
Human- Build the capacity for strategic thinking across work group
that allow change happen and totally adopted .The second
question concentrates on how leaders conceive their role as they
participate in the strategy process which provides clear leadership
of personal capabilities qualified to serve as a coach and guide in
order to enable others to perform and stand in the limelight (T.
Mullen and S. Stumpf-The effects of management styles on
strategic planning (Journal of Business Strategy, 1987)

6. Human- leaders view themselves as coaches or monitors and believe that the
organization’s strategy define the commitment and the understanding of task
responsibility. Strategy is sequentially coordinated and serves as basis of building
commitment for achieving tasks. And strategy process will define a community, and
will creates a team & measures the vigilance of leaders in management. The
concern remains in how much strategy making creates theorists and commitment
that link to social responsibility among a large society?
leaders concentrate their efforts about building community values and building
group of young leaders. People who are working in an organization are well
informed and seem very motivated to be a part of the decision making
when leaders see strategy as a continuing work and in continual development.
They shape their strategy according to customer’s need, and competitors. They
are driving their strategy process in reviewing critical assumptions. Research
stated that changes in strategy are indicators of leadership success.
;

7. Analytical- strategy approach creates special thinkers with high
knowledge and experienced. These groups are beneficial and are
working as an expert society which possesses exclusivity of the data
and rationality that lead to implement strategies. Good strategy follows
a lined process with its achieved task. And strategy is built upon
framework plan with defined time period

8. Analytical human dimensions processes
human dimensions strategy creates benefits to the organization in
understanding and execute activity program. Consequently program
requires leaders with ability and a broad vision of strategy
development. Building strategy needs a shared language that
integrates vision, mission, fact base, KPI, goal, objective, Record,
Driver, strategic action plan, strategic analysis based upon principles.
It’s the process of both the analytical and human dimensions that
increase the quality and quantity of the strategic thinking. However
frameworks and tools must be built upon shared terminology and the
organizations success depends on the investment value.

9. Strategic leadership qualities
Strategic leadership refers to manager’s potential to define a
strategic vision for the organization, to motivate and influence
others to attain that vision. The main objective of strategic
leadership focuses on strategic productivity that develop employee
skills in assessing organization needs each one in his respective
sector. However strategic leaders should use reward and incentive
system that encourage production and performance value for their
organization. Consequently functional strategic leadership remains
in individual qualities to achieve results and attain goals and
requires creative mind and acuity of the environment of work in
strategy making. It’s also compels to forecast, to have a good
understanding of the work environment and to have a broader
vision.

10. Effective leaders demonstrate their qualities
through:
Loyalty- leaders express their vision by their words and actions;
Keeping them updated- they should be informed about what it’s happen
within their organization through formal and informal sources in the
organization;
Cautious use of power- Strategic leaders should make use of power with
a clever manner and develop approval for their ideas progressively and not
trying to impose their ideas upon others;
Have wider perspective/outlook- strategic leaders have diverse
experience and some knowledge about a lot of things;
Motivation- Strategic leaders must show passion for work that goes
beyond money & power, and must be determined to achieve work goals;
Compassion- strategic leaders must make decisions with consideration of
the views and feelings of their subordinates;
Self-control- strategic leaders must control troubling moods and avoid to
impact it on others;

11. Social skills- strategic leaders must be friendly and able to discuss and to
hear all people;
Self-awareness- the potentiality to understand their own emotions as well
as their impact on others;
Readiness to delegate and authorize- effective leaders should be
proficient at delegation and must recognize that authorizing the
subordinates to take responsibility will motivate them to achieve their work
successfully;
Articulacy- Strong leaders must be persuasive in their communication of
the organizational vision.
Constancy/Reliability- strategic leaders must transfer their vision until
nurturing an organizational culture.
Finally strategic leaders are able to create and express vision and drive it
passionately to execution

12. Management styles
Management styles define the ways of making decisions and link to
work style with subordinates. Consequently management styles
classified two main styles, autocratic and permissive (Rensselaer
Polytechnic Institute- Management styles 2012). However Robert
Tannenbaum and Warren H. Schmidt developed the autocratic,
paternalistic and democratic styles of management (exploring
different management styles, 2012). They argued that leadership
style depends from main circumstances and that leaders should
exercise a range of management styles and deploy them as
appropriate.
There are two types of autocratic leaders:
A directive autocrat makes decisions individually and supervises
subordinates closely;
A permissive autocrat makes decisions individually but gives
subordinates latitude in carrying out their works

13. Consultative- paternalistic form is essentially dictatorial. And decisions take in
consideration the best interests of the employees as well as the business. It
does share disadvantages with an autocratic style and employees become
dependent on the leader.
Persuasive- managers maintain control over the whole decision making
processes. The persuasive manager will spend more time working with their
subordinates to convince them about his right decision. For example, if some
complicated tasks need the estimation of an expert, it’s not right to delegate
the decision making process to subordinates.
Democratic- managers allow the employees to be a part of the decision-
making and decisions are agreed by the majority. The communication is
balanced from employees to leaders).
Chaotic- Chaotic management gives the employees total control over the
decision making process. Some companies have adopted this style of
management and have become among the most influential and innovative
such as Google.

14. Laisser-faire- the leader’s role here defines a mentor and staff
manage their own areas of the business. It’s the style for
entrepreneurial subordinates in an organization with dynamic
growth and various orientations. This style comprehends the best
professional and creative groups of employees.
Management by walking around (MBWA) - is the classic
technique that managers use to have more information possible
in order to avoid situation worsening. It’s stated that managers
listen to employee’s suggestions and concerns which will elude
probable crisis. By walking around, managers will have an idea of
the level of morale in the organization and can offer their help in
function of the problems. Managers must maintain their role as
coach and counselor and by leaving decision-making
responsibilities with the employees.

15. Conclusion
Leadership theory is associated to traditions and beliefs. It’s defined as an
ancient art evolved in the works of Plato, Caesar and Plutarch. There is a
commitment that leaders are influential individual and person with high civic
engagement. For example the principal responsible in schools foster the
environment of teaching and are indirectly responsible of the level of
competence and the morale of teachers. They are considered the main link
between the community and the school and they are responsible about how
scholars develop their cognitive capacities and about their attitudes &
behaviors. If students perform the best of their abilities, the school is
considered as the principal leadership of key success ( R.J. Marzano-
school leadership that work).
.

16. The same example can be applied to managers in companies or civil
society who have a central role in articulating learning research.
According to Hallinger and Heck (1996), in the “quantitative research
from 1980 to 1995”, among 5.000 articles and studies addressing
leadership in schools, only 69 examine the quantitative relationship
between building leadership and the academic status of students.
Researchers recommend to putt in to practice capacity building
programs to educational administrators in order to gain new methods
in leadership skills and to contribute toward the prosperity of their
nations. In other part the strategic leadership must also build
understanding and commitment between managers and subordinates,
because commitment is the beginning of a good relationship between
organizations or service providers & the direct community

17. Consequently team’s leadership defines capabilities that build a larger
communication & shared cultural values of integrity, consciousness and civic
engagement. However strategic leadership links to manager’s potential to
express a strategic vision for the organization, to motivate and persuade
others to acquire that vision. The effective leaders show their fairness
through their vision, their manner of speaking and their actions toward
workers and community. Furthermore the management styles is necessary to
make us conscious about our attitudes at work and in our manner to behave
that may hurt people or lead to mistakes. And I personally discovered that
leadership in the world needs to be rethinking in terms of morality and
consciousness. if the world is today in crisis it’s due to the lack of morals and
the pursuit of power and money.

18. Bibliography
Marzano, R. J., Waters T., Mc Nulty B. A. School leadership that works:
from research to results. Published by Mid-Continent Research for
Education & Learning, 2005.
http://www.amazon.com
Management Study Guide- Strategic Leadership: Definition and qualities of
a strategic leader, 2013.
http://www.managementstudyguide.com
Applied Strategic Leadership- Consulting, Park Li
www.parkli.com