MNGMT leadership (i)

that will motivate and energize people toward the future and help them implement the plans to achieve that future. 2. Top leaders are responsible for knowing the organization's ervironment, considering what it might be like in_or _ Years, and setting a direction for the future that everyone can in. 3. Vision provides the whereas strategic action provides 4. What are the 4 possibilities of leadership that link strategic vision and action illustrated in Exhibit 7.1 5. How do effective leaders transform their dreams into significant strategic action? 6. means the ability to antiapate and envision the future, maintain flexibility, think strategically, and work with others to initiate changes that will create a competitive advantage for the organization in the future. 7. Strategic leadership is responsible for the relationship of the external environment to choices about and their execution. 8. How does vision link the present to the future? 9. What is vision? 10. People want to find and in their work. 11. When leaders help people find their own individual purpose and link it to the broader organization's purpose, employees are more and These employees who are "living in their purpose" at work are reported levels of well-being times higher than others. 12. is the organization's core broad purpose and reason for existence. 13. The organization's mission persists in the face of changing or other environmental shifts. 14. People are drawn to companies that have a their job to a higher cause, the work itself becomes a 15. The mission is made up of two critical parts and purpose. When people connect are frequently expressed in a mission statement. 16. Four basic approaches are found in a leader's framework for purpose. What are those four approaches , and 17. What is strategic management used to achieve? 18. Elements of strategy focus on. and creating value for customers. 19. Leaders miss new opportunities when they rely solely on and 20. Strategy formulation integrates knowledge of the and with the company's core competence in such a way as to attain synergy and create value for customers. 21. means leaders use specificmechanisms, techniques, or tools for directing organizational resources to accomplish strategic goals