LED 560 Trident University The Compasses of Strategic Leadership Discussion
Module 1 – SLPTHE STRATEGIC COMPASSOverview of the LED560 SLP SequenceThe SLP sequence for this course requires that you choose an organization, and that you apply the Five Compass Model of Strategic Leadership to that organization. For background on the 5 Compass Model, see:Wilson, I. (1996). The 5 compasses of strategic leadership. Strategy and Leadership, 24(4), 26-31. Retrieved from ProQuest.AssignmentWrite a 3- to 4-page paper in which you address the following:After selecting a for-profit or not-for-profit organization that is of interest to you, analyze the organization’s vision and mission statements against the criteria for meaningful statements, revising the statements as required.Keys to the AssignmentThe key aspects of this assignment that should be covered in your paper include the following:Using the library or the Internet, choose an organization that is of interest to you. For this purpose, you are required to choose an organization in which you are not currently employed. (Hint: You may want to choose your target organization using a current listing of Fortune 500 companies.)Locate the organization’s website. Spend time navigating the company website, so that you have a good understanding of what the company does.Provide the name and website address of your chosen organization.Locate and write down the organization’s mission and vision statements.Critique each of the foregoing statements against the criteria included in the Background readings and/or the criteria you developed for the Case assignment. Note: Organizations have a tendency to combine their mission and vision statements; therefore, you may need to decide whether a given statement is a mission statement or a vision statement. Be sure to back up your critiques with research that appropriately supports your analysis.Rewrite the vision and mission statements in the proper format for vision and mission statements.In the context of the criteria for “good” vision and mission statements, defend the adjustments/changes you have made to the statements.SLP Assignment ExpectationsAt Trident University, your assignments are evaluated using grading rubrics. While every assignment is assessed using one of the rubrics, grading rubrics may differ across assignments. Should you need help locating the grading rubric for this SLP, be sure to watch the following video: http://permalink.fliqz.com/aspx/permalink.aspx?at=b13c1b2c864344a68565357ea2f9f7ff&a=e635c1442edf4f4f9952a5d4ddef7bf0COURSE MATERIALS/BIBLIOGRAPHYModule 1Required ResourcesBass, B. M. (2007). Executive and strategic leadership. International Journal of Business, 12(1), 33–52. Retrieved from ProQuest.Blumentritt, T. (2015, April 24). Introduction to strategic management. Youtube. Retrieved from https://www.youtube.com/watch?v=DB90xGiWHIACady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011). Mission, vision, and values: What do they say? Organization Development Journal, 29(1), 63–78. Retrieved from ProQuest.Reed, G. E. (2009). Chapter 4: Systems thinking and senior leadership. In M. R. Grandstaff & G. Sorenson (Eds.), Strategic leadership: The general’s art. [Books24x7 version] Available from http://library.books24x7.com.ezproxy.trident.edu:2048/toc.aspx?bookid=29979Klag, M., Giroux, H., & Langley, A. (2012). Strategic planning at Saint Francis de Sales Schools. International Journal of Case Studies in Management (Online), 10(2), 1–20. Retrieved from ProQuest.McKeown, M. (2012). Strategic thinking: The difference between a leader and a manager. [Books24x7 version] Available from http://library.books24x7.com.ezproxy.trident.edu:2048/toc.aspx?bookid=49479McNamara, C. (2000). Basics of developing mission, vision, and values statements. Free Management Library. Retrieved on April 29, 2014, from http://managementhelp.org/strategicplanning/mission-vision-values.htmOlsen, E. (2012, September 5). Overview of the strategic planning process. Virtual Strategist. Podcast retrieved on April 29, 2014 from http://www.youtube.com/watch?v=sU3FLxnDv_AWilliams, L. S. (2008). The mission statement: A corporate reporting tool with a past, present, and future. Journal of Business Communications, 45(2), 94–119. Retrieved from EBSCO.Optional ResourcesBoal, K. B., & Hoojiberg, R. (2000). Strategic leadership research: Moving on. Leadership Quarterly, 11(4), 515–549. Retrieved from Science Direct.Crossan, M., Vera, D., & Nanjad, L. Transcendent leadership: Strategic leadership in dynamic environments. Leadership Quarterly, 19 (5), 569–581. Retrieved from EBSCO.Hitt, M. A., Haynes, K. T., & Serpa, R. (2010). Strategic leadership for the 21st century. Business Horizons, 53, 437–444. Retrieved on April 29, 2014, from http://ssrn.com/abstract=1995786Ireland, R. D., & Hitt, M. A. (1999). Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Executive, 13(1), 43–57.Rowe, G., & Nejad, M. H. (2009). Strategic leadership: Short-term stability and long-term viability. Ivey Business Journal Online. Retrieved on April 29, 2014, fromhttp://www.iveybusinessjournal.com/topics/leadership/strategic-leadership-short-term-stability-and-long-term-viabilityStrategic Leadership: Embracing Change (2012, March 23). Cal Miramar University. Podcast retrieved on April 29, 2014, from http://www.youtube.com/watch?v=aPIqJbLjNbMWilson, I. (1996). The 5 compasses of strategic leadership. Strategy and Leadership, 24(4), 26–31. Retrieved from ProQuest.
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