Response to Kunal’s Strategic Leadership Competencies

Kunal’s original post can be found here: https://create.twu.ca/ldrs501/2018/11/20/strategic-leadership-competencies/

Hello Kunal,

Thank you for your post. I find myself agreeing with you on some points yet wanting to seek clarification on some of your other points.

Samson has provided an excellent response to your point of self-management, located here: https://create.twu.ca/chiefanalyzerofthings/2018/11/22/the-importance-of-building-personal-competency-for-success/, so I will not touch on that point.

I wanted to discuss one of the points you chose as least essential; the “evolve, do not install” point from Galbraith (2014). I am having trouble locating the specific reference in Galbraith; would you be able to provide the relevant section or chapter?

You state, “it is one of the company’s policy to not intrigue in other’s work and especially administration. To focus more on their work” (Singla, 2018, para. 11). Does this mean teams within the organization cannot collaborate? Usually, policies have a purpose or rationale behind them. Was there a history of employees interfering in other people’s work? Now I’m intrigued!

Further, I want to get some clarity regarding the definition of “evolution”. Combined with your statement of “the organization adopts the methods which are best suitable for them and the benefit of the organization without thinking of employees and considering them” (Singla, 2018, para. 10), I wonder how this organization functions. It seems as if the organization is using the old economy value of coercion, holding power over employees instead of collaborating with them (Ungerer, Ungerer, & Herholdt, 2016). It appears your organization would not appreciate innovation generated by front-line staff. Have you found the organization implementing new initiatives to a significant degree of success, or has there been much pushback?

Finally, you state the “organization core committee have trust issues with every employee, and they do not trust anyone’s work” (Singla, 2018, para. 9). I am saddened to hear this. I have trouble understanding how exactly this organization continues to function without rapid turnover and/or severe burnout. I do not mean to offend you or your organization, but I know I would have trouble working there. Reina and Reina (2006; as cited in Hughes, Beatty, & Dinwoodie, 2014) describe three dimensions of trust: contractual, competence, and communication. Your organization does not seem to have competence trust if they do not trust anyone’s work.

I look forward to discussing with you further.

References:

Galbraith, J. R. (2014). Designing organizations: Strategy, structure, and process at the business unit and enterprise levels.

Hughes, R. L., Beatty, K. M., & Dinwoodie, D. (2014). Becoming a Strategic Leader: Your Role in Your Organization’s Enduring Succ. John Wiley & Sons.

Singla, K. (2018). Strategic leadership competencies. Retrieved November 22, 2018, from https://create.twu.ca/ldrs501/2018/11/20/strategic-leadership-competencies/

Ungerer, M., Ungerer, G., & Herholdt, J. (2016). Navigate strategic possibilities: strategy formulation and execution practices to flourish. Randburg: KR Publishing. ISBN 978-1-869-22623-7.