Individual Leadership Development Strategy - Assignment Example

Individual Leadership Development Strategy Name: Institution: Course: Lecturer: Date: Introduction A substantial number of organizations across the world undergo unprecedented changes. This means that change is inevitable for a going concern company. In order to respond well to changes and attain her goals, every firm require capable leadership to guide her through the unforeseen events. According to research, many firms have failed to realize their potential due to their inability to adapt to ever evolving change, implementation of strategic plans and getting equipped to a more uncertain future. The resulting turmoil crops up from leadership. Therefore, failure by a firm to change her approach in regard to leadership-development leads to gross catastrophe to her operations (West, Dinwoodie, Eckert and Galante 2014). Every business leader understands the value of a well calved business strategy. However, only a few leaders think beyond the required type of leadership to warrant implementation of strategies which call for widespread changes necessary to steer the firm in the right direction. The lack of proper leadership kills even the boldest and or the best strategies defined making the firm’s potential to fail. This paper lays a wide scrutiny of leadership strategy. It discusses the current theories and practices from literature as they relate to leadership. The paper also analyzes Apple Inc. which is one of the most renowned companies in terms of embracement of business strategy that yield operational success, develop leaders as well as create fresh leadership capabilities (Baroto, Abdullah and Wan 2012). Leadership Strategy According to study, it is very important to understand about leadership culture which is solely dependent on actions of formal as well as informal leaders that acts collectively to influence the success of the firm. Apparently, the success of an organization does not depend on the number and or quality given by individual leaders, but on the ability of leaders who pull resources together in support of the firm’s goals. Therefore, while defining leadership strategy, it is paramount to put focus on both the leaders and the relationship amongst the leaders. In this respect, the idea that leadership is more important than an individual has been termed as collective, interdependent and connected leadership (Baroto, Abdullah and Wan 2012). A more robust definition of the strategy focuses on leaders within formal and informal sectors. Basically, what is reflected on the majority of organization charts does not communicate the actual happening within the firm. There exists communication influence as well as collaboration that scale down the organization as if the organization chart did not exist in the first place. It is vital to understand this concept as it brings clarity of management if the underlying strategy is to be implemented successfully (Hailey 2001). While defining the leadership within the firm, it becomes inevitable to consider; first, the quantity or number of leaders required which must be summed up by both current as well as projected leadership positions within the organization chart. Secondly, the quality of leadership required in terms of demographics, experience level and diversity. Third, the overall skills and behaviour required to implement the firm’ business strategy and the creation of the desired corporate culture. Fourth, collective leadership capabilities depicted by leaders acting together, across boundaries as well as in groups with a view of implementing the defined strategies, change, problem solve and support innovation. Lastly, the most desired leadership culture which includes leadership practices such as mutual collaboration across boundaries, employee’s involvement, acceptance of responsibilities, creation of new opportunities to lead, development of others as well as getting prepared to learn (West, Dinwoodie, Eckert and Galante 2014). A perfect leadership strategy incorporates all the discussed factors into account. In simple terms, it is not a must for an organization endowed with all leadership positions within her chart to produce leadership which will implement strategies that will adapt to change as well as other firm’s agendas. It is not about having the right number of units; it is how the units will relate to each other that matters. A leadership strategy depicts explicitly the type of leaders that the firm need, with what skills, the behaviours adopted individually and collectively aimed at achieving the success that the firm seek (Morgan and Strong 2015). Just like the business strategy, a leadership strategy is based on thorough analysis regarding current situation as well as informed view of the company’s future. The strategy ultimately provides series of recommendations necessary to zip the gap between current situation and the aspired future. The development of business strategy leads to the incorporation of a leadership strategy that produce desired future state. This leads to the identification of talent management processes and the underlying implications. Upon implementation of the strategy, the overall business results will communicate on how efficient the leadership strategy is working. It also helps to ascertain what fresh business strategies could be considered in lieu of the prevailing leadership talent (Deschamps 2005). Key Elements of Leadership Strategy Leadership development strategy spills its effects on talent management processes as well as leadership practices which in turn affect individual leaders and leadership culture. Unless these systems, policies as well as processes get aligned with leadership strategy, they can fail in terms of reinforcing the more intended message and can turn out to be a barrier to success (Verbeke 2013). a. Executive Commitment Talent management has attained a high priority level for senior executives. Nevertheless, differences can crop up in terms of level of support that is demonstrated by the top executives at the level in which they get engaged in the talent management practices. Leadership program coupled with the occasional talk is not sufficient to curve leadership culture into shape, attract as well as retain the best of talent and plan leadership strategy which results to a bold business strategy. This mean that all responsibilities related to talent management cannot be heaped to the Human Resources unit. Rather, it must be bestowed on the Chief Executive Officer and the Board Executive members who must hold it on to the firm’s future. After this, there should be a feedback mechanism put in place to ascertain the performance of the executives in regard to talent management activities as well as actions to support and discipline the members who fail to perform (Goetsch and Davis 2014). b. Learning and Development The best leadership development strategy should specify how learning as well as development should happen for executives (Kolb 2014). c. Career Planning Job assignments and career progression are vital elements for development. Too often than not, the opportunities to embrace the assignments are missed. For instance, when professional shifts to a new location, they fail to make use of the opportunity in learning the new language or the overall culture of the local community. A cross functional assignment can be carried out by familiarizing oneself to perform the work at the minimum level, rather than taking the whole content which may viewed as taking advantage of other people’s expertise (Lent 2013). d. Reward and Recognition Every business person understand how powerful reward mechanism is while reinforcing certain behaviours. In case the reward mechanism is not lodged on learning development strategy, the resultant effect is that the strategy assumes a low profile and concentrates on other important priorities perceived vital to one’s future. The failure of aligning rewards as well as recognition with the overall learning objectives tends to be the most common and readily corrected mistake within the executive development efforts (Watkins, Christensen and Kraemer 2015). e. Knowledge Management These systems can play a very important role as far as simplifying learning process is concerned. The system can capture information which might otherwise flop as talented individuals either retire or shifts to other assignments (Deschamps 2005). f. Performance Management The reward and recognition acts a blunt tool for changing behaviour. On the other hand, performance management must be continuous, targeted as well as more individualized. g. Competency Development Competencies provide useful directional guidance to the executives looking for information of what they are expected of them. However, in a cross-section of firms, too much emphasis spirals on competencies comparative to other elements within leadership development strategies. Competencies tends to be static as well as individually oriented which make them less useful in regard to dynamic ecosystems, where collective activities are obligated to adapt to the overall change. As such, many firms should place emphasis on team as well as on organizational learning with a view of complementing individual’s focus which accompanies the application of competency models (Jaros 2014). h. Leadership Practices Leadership practices are those observable and shared behaviours which shape and define leadership culture. Culture may be discerned by listening to stories communicated by people about the firm. The same case applies to leadership culture. Leadership culture is discerned by listening to what people proclaim about their leaders within the firm. The stories communicated are aligned to the observable behaviours of leaders and especially in unusual times. The questions that emanate from this scenario are; when the results are not achieved, what really happens? Do leaders start a blame game or do they engage in problem solving? Do they start pointing fingers to one another when the strategies fail to work? It is paramount to note that excellent speeches never determine how people view leadership culture. Rather, people wait and observe what will happen after the speech. That element is what defines leadership practices which are essential in the implementation of leadership strategy (Deschamps 2005). Apple Inc. Apple Inc. is an American firm that engages in the design, development and sale of consumer electronics, different categories of computer programs and online services. The company has been listed by Forbes as one of the most profitable companies in the world. Moreover, Apple Inc. has won awards as the well-run company globally. The firm has had ample leadership with the like of Steve jobs, Steve Wozniak, Tim Cook and Ronald Wayne managing the firm (Lent 2013). Apple Inc. Business Strategy The business strategy of Apple is enshrined in her vision, mission as well as the company values. The company defines the strategy through commitment to bring down one of the finest user experience to her clients via her innovative hardware, peripherals as well as software. The business strategy of Apple leverages her unique ability in the design and development of her own operating systems, hardware, the application software and online services. The company’s core business is to provide her clientele with unique products and solutions that contains superior and easiness of use, innovative designs coupled with seamless integration (Rothaermel, 2015). Apple Inc. believes in the continuous and massive investment in the research and development as well as marketing. These elements as per the company management are critical as far as development; sale of new products and technologies is concerned. The strategy also embraces continuous expansion of the firm’s platform via discovery as well as delivery of the third-party digital content through i-tunes store. The iTunes store contains firm’s Apple store as well as iBook that mandate her clients to discover, as well as download applications through Mac or Windows gadgets; that is, iPhone, the iPad and iPod touch. The firm’s business strategy also entails expansion of her distribution network to reach a wider cross-section of clients, providing them with top-notch sales as well as post-sales support experience. The business strategy of Apple is calved around her culture (Aaker and Joachimsthaler 2012). Organizational Culture The culture behind Apple has been one of the key factors spelling her success. The company’s culture has so far determined her capabilities in terms of supporting changes, strategies and new policies. The company contains massive development plan of her employees who are integrated into the culture that simplifies rapid innovation. The innovation is quite observable in terms of the company’s products such as the iPad and Apple Watch. The company’s culture does not only contribute to her strength but also impose limits as well as challenges to the company. More so, the company has actively been involved in fine-tuning of her culture in order to properly align to the dynamic business ecosystem. The firm’s culture has all along contained vital characteristics which has catapulted her to the leading position in the market. However, despite an amazing culture, some challenges have been inevitable within her human resources operations. The main Features of Apple’s Inc. Organizational Culture The company’s culture is far much effective in terms of supporting her leadership because of main features within the business. According to study, different businesses contain diverse requirements to suit their culture. In this case, there are unique characteristics prevalent in Apple’s culture which are; top-notch excellence, secrecy, creativity, innovation and moderate combativeness (Jaros 2014). a. Top-notch Excellence The company’s culture entails the selection and recruitment of the best employees. Steve Jobs the founder and Chief Executive was a renowned person who never tolerated employees who failed to perform in their duties. Mr. Job lived by performance. He could therefore readily fire any employee who failed to meet the expectations of the firm. The tradition has been assumed by Tim Cook who currently leads Apple. The company emphasizes excellence as the main critical factor within the business, especially in regard to product design as well as development (Sharma and Grant 2011). b. Creativity The company is renowned to select her employees based on their skills as well as creative abilities. Apple’s organizational culture pinpoints the significance of creativity. The most centred creative area is under design and development. The creativity embraced within the firm maintains the capacity of developing unique solutions as per the company’s and clients’ needs. c. Innovation The company’s organizational culture is one of the most innovative. As a matter of fact, the company has occasionally been termed as one of the most innovative companies globally. The company management continually appraise and encourage employee to present innovative work individually as well as present unique ideas in the process of products design and development. Rapid innovation within apple has been termed as the heart of business (West and Mace 2007). d. Secrecy Mr. Job valued secrecy in Apple. He integrated the element of secrecy in Apple’s culture. The secrecy is embraced within the company’s strategy in minimizing theft of branded information and or intellectual property. Upon hiring, commitment to Apple’s culture of secrecy is one of the prerequisites. This is in turn reflected on the company’s policies as well as employment’s contracts. This aspect of the firm’s culture protects her from corporate espionage as well as negative impacts related to employees coaching (West and Mace 2007). e. Moderate Combativeness The culture of the company contains moderate combativeness. The feature is directly linked to the Late Job’s combative approach towards leadership. Steve was known to challenge employees in order to ensure that had the required skills of working at Apple. However, under the current management of Tim Cook, the organizational culture has gradually been changing from combative one to a more sociable one. Implications of Apple’s Strategy Apple’s embracement of the top-notch excellence, innovation as well as creativity in its culture supports her in the leadership of the industry. The characteristics of human empowerment have assisted the company to be ahead of competitors. The features have acted as the main factors which enable the firm leap success as well as competitive advantage. The company values creativity and excellence that plays a crucial role in the rapid innovation processes. Despite the huge success that the firm continues to leap from her innovation, it has met stiff challenges out of her culture. This is far much experienced from the firm’s emphasis of secrecy and moderate combativeness. This means that the ecosystem generated by secrecy has not been conducive for rapport amongst employees. This means that the morale among employees has been inhibited. The issues indicate that the firm’s organizational culture contains room for improvement in respect of strengthening the company’s human resource (West and Mace 2007). Future Leadership Strategy of Apple Apple cannot be termed as a product business in spite of her dependency on iPhone. Apple revolves around business platform whose leadership lies in the continuous development of the potential of her platform. A business person with an interest of gaining an insight into Apple is supposed to observe iPhone 5S. The phone marks one of the company’s innovations through application of A7 chip. This innovation has opened new service such as contextual computing as well as massive interaction with loaded data services in regard to monitoring, location services and personal data. Apple Inc. continues to achieve a win win situation since it has mastered and is inventing a platform and an ecosystem business strategy (Rainey 2010). In order for the company to have a continuous market-control and success in her operations in the next five years, the company need to base her focus on the overall business transformation; that is, from product up-to multiple services as well as revenue streams carved around platforms and environment where possible. The management of Apple should understand that scope of hardware innovation still exists despite the huge resources required. This means that huge investment risks will need to be considered back on the business agenda (Hernez-Broome and Hughes 2004). Apple Inc operates with great design on her products. However, the company cannot afford to overlook other designs nor solely rely on them. The leadership of Apple will need to be researching on the next design-merit through integration of service, program, hardware and connections. Moreover, Apple has been relying on innovation as a broad skill-set where her new products could meet the existing market and win the market. However, over the next five years, the management need to understand that it is not only about charisma but also finding social ways and mechanism to avail her products in-to the market (Redman 2006). References West, M., Dinwoodie, D., Eckert, R. and Galante, P., 2014. Collective leadership strategy. Developing Leaders Quarterly, (17), pp.24-33. Rothaermel, F. T. (2015). Strategic management. McGraw-Hill. Jaros, M., 2014. 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