CMI Unit 701: Strategic Leadership

About CMI Unit 701 Strategic Leadership

CMI Unit 701 Strategic Leadership is the Level 7 unit where you prove you can think beyond day-to-day management and actually lead the direction of an organisation. The focus is on reading the bigger picture (markets, politics, technology, stakeholders), choosing a clear strategic route, and then using real leadership behaviours – not just theory – to turn that route into results. A good CMI 701 assignment doesn’t just list models; it shows how strategic leaders use power, influence, ethics, data and people skills to set long-term goals, manage risk, handle difficult change and still keep teams engaged and performing.

What CMI Unit 701 really expects you to show

• How organisational context (sector, size, culture, regulation) shapes the way strategic leadership actually works in your chosen organisation.

• How a strategic leader sets and delivers long-term goals, including how they balance vision, evidence, risk, resources and accountability.

• Which leadership behaviours and skills really matter at strategic level – for example judgement, political awareness, resilience, ethical decision-making and the ability to work with challenge and disagreement.

• How the principles of strategic leadership can be used to respond to messy, complex problems such as digital disruption, restructuring, mergers, falling performance or sudden reputational issues.

Sample Answer of CMI Unit 701 Strategic Leadership Assignment

Task1: The role and context for strategic leadership

Introduction: According to Jabbar, and Hussein, (2017), successful strategic leadership is a critical element for every organisation. In this evaluation the organisational context towards strategic leadership will be critically examined, highlighting the role of managers in the setting and realisation of organisational objectives. Unilever, a global consumer goods company, provides an excellent example to analyse the impact of organisational context on strategic leadership.

1.1 Critically appraise the impact of organisational context on strategic leadership

Purpose and Strategic Narrative

Sustainable living and giving back to society are among Unilever`s objectives. Its long-standing heritage views sustainability and social responsibility as the essential elements of business identity, which informs its strategy rhetoric (Pasmore, et al., 2009). The Unilever Sustainable Living Plan (USLP), for instance, emphasises the company`s goal of resolving these social concerns while encouraging commercial growth.

Systems, Processes, and Structure

A company`s organisational structures, operational procedures, and business processes all have a significant impact on strategic management. Christensen and Knudsen (2010) claim that the structure of an organisation has an impact on the distribution of power and authority, which in turn shapes the processes of decision-making and communication. Unilever`s decentralised structure serves as an excellent example of this, since it allows local leaders to engage in decision-making that is tailored to the specific demands of the market, enhancing their agility and quickness (Christensen and Knudsen, 2010).

Impact:

Organisational Structure:

The primary motivator for strategic executives in implementing the organization`s strategies is the organisational structure. A horizontal structure, according to Zheng et al. (2010), will foster a culture of empowerment and cooperation at work, enabling strategic leaders to carry out winning ideas more quickly. Zheng and colleagues (2010) posited that a hierarchical structure may impede communication and reduce the efficacy of strategic leadership, hence impeding the implementation of organisational plans.

Strategic Direction:

The specific environment in which the organisation operates defines the strategic direction of the business and influences the choices made by executives in the formulation of plans and goals (Adams, et al., 2016). Furthermore, strategic leaders must include such principles into their frameworks for making decisions whether the firm prioritises social issues like environmental concerns or mixes them with direct community participation in the company`s operations. This consistency aids in ensuring that stakeholders appropriately perceive strategic efforts and that they are integrated with the company`s long-term goals (Adams, et al., 2016).

Organisational Culture:

The fundamental factor that establishes strategic leadership practices in an organisation is its culture. Furthermore, Zahari and Shurbagi (2012) contend that a culture that values openness, diversity, and inclusive thinking fosters an environment in which strategic leaders can effectively convey their vision and galvanise people to work towards a shared objective. Conversely, a dysfunctional or poisonous culture may hinder strategic leadership initiatives and cause employees to become disengaged and resistant to change (Zahari and Shurbagi, 2012).

Commitment to CSR and Sustainability:

Kim and Thapa (2018) assert that the foundation`s dedication to sustainability and social responsibility as a key element of the organization`s leadership style influences strategic leadership by establishing a standard for responsible business practices and an expectation for ethical behaviour. For instance, if a business wants to lessen its carbon impact, strategic leaders could be required to create plans to do so while taking stakeholder interests and the financial picture into account.

Ability to Change and Innovate:

Furthermore, the ability of an organisation to innovate and adapt is strongly influenced by its leadership. According to Strand (2014), it appears that a culture that fosters experimentation and risk-taking as well as pushes strategic leaders to try out novel concepts and approaches inspires creativity and flexibility. But an overly rigid or organised system hinders growth and worsens creativity, making it incapable of adapting to changing market conditions.

1.2 Critically appraise the role of the strategic leader to set and realise organisational goals

Organisational Purpose, Vision, Mission, Culture, and Values:

The task of developing and forming an organization`s purpose, vision, mission, culture, and guiding principles falls to a leader with a strategic orientation (Uhl-Bien, and Arena, 2018). For example, in the case of Unilever, the company`s aim to mainstream sustainable living demonstrates the CEO`s commitment to sustainability and corporate social responsibility. Uhl-Bien and Arena (2018) suggest that inspirational messaging that resonate with workers, consumers, and other stakeholders is how strategic leaders effectively communicate this sense of purpose, fostering a sense of unity and direction.

Developing Strategic Direction and Implementing Plans:

Establishing an organization`s strategic direction and turning it into tangible, implementable plans are the main duties of a strategic leader (Gagné, 2018). They assess market trends, pinpoint competitive frameworks, and provide opportunities for expansion to facilitate wise decision-making. For instance, businesses can use techniques like data analysis and market research to identify technologies that are undergoing change. As a result, they will be able to allocate resources to research and development projects that will provide them with cutting-edge, market-ready products (Gagné, 2018). They also ensure that strategic plans are carried out, which ensures that organisational goals are in line.

Managing Communications Strategy:

According to Fernandez, and Rainey, (2017), effective communication is a crucial role to mobilise the support of any strategic initiative and to make a culture of transparency and accountability. The strategic leader directs communications and related tactics and utilises different channels to communicate with all relevant stakeholders and convey the main messages. For example, they could employ town hall meetings, newsletters and social media platforms to convey organisational messages, solicit feedback and celebrate achievements. Through facilitating transparent communication outlets, strategy leaders gain trust and reliability, and organisational cohesion and alignment are gotten stronger.

Initiating Change and Innovation:

According to Fernandez, and Rainey, (2017), Strategic leaders are responsible for guiding and enhancing organisational processes by overturning traditional approaches, encouraging trial and error, and allowing staff members to think outside the box. They understand the necessity of both evolutionary and transformative changes; however, they learn how to prioritise short-term goals with long-term goals (Jain, et al., 2021). For instance, at Unilever, the CEOs may present product innovations that correspond with changing consumer preferences but also invest in sustainable business practices that last and create durable value. With their advocacy for innovation, strategic directors validate the company for future growth and lead the organisation to a competitive advantage (Jain, et al., 2021).

TASK 2A: The leadership behaviours and skills required to deliver strategic goals

Critically appraise the leadership behaviours and skills required to deliver strategic goals (AC2.1)

Introduction

According to the research conducted by Oakland in the year 2011, the organisations who are trying to follow the strategic goals for their betterment, the characteristics of strategic leadership and their competencies are the main strength for them. It has been identified that the implementation of these strategies are complicated which lead to the complex decision-making for the development of company’s vision who helps the company to overcome the challenges to maintain the integrity. In this scenario, the leaders of the company who have good communication skills can promote the new ideas to establish the innovative culture within the organisation by navigating their ways during the uncertain times too. The purpose of this task is to explore the leadership behaviours that mainly attributed to the managing skills to successfully grab the constantly changing leadership and working environment.

Ethical Approaches to Leadership

According to Sharma, et al., (2019), within strategic leadership, ethical leadership is an important component, which encompasses integrity, fairness, and accountability in the decision-making and communication processes. For example, Mendonca and Kanungo (2007) suggest the idea of ethical leadership which portrays moral principles and values that govern leaders to make decisions that fit the ethical standards.

According to Laczniak, et al., (2016), Leaders who exhibit the right ethics and ethical behaviour in group decision-making and stakeholder interactions, as a result, will lead by example. For instance, in the Enron scandal, Kenneth Lay and Jeffrey Skilling`s unethical practices responsible for the company`s downfall shed light on the fact that ethical leadership is essential to upholding organisational integrity and preserving sustainability (Tubridy, 2023).

In contrast according to Tubridy, (2023), Warren Buffett’s leadership approach which is based on ethical investment principles, transparency, and accountability has gained respect and trust from stakeholders, depicting a positive correlation between ethical leadership and organisational success.

Role Modeling Exemplary Behaviour

According to the research conducted by Witt, and Stahl in the year 2016, the leaders are the both internal and external stakeholders because they are responsible to maintain the culture of the organisation by using their power to change the organisational behaviour through their actions. The capacity of leaders to inspire dedication, loyalty, and trust in staff members, clients, investors, and the community at large is crucial for maintaining integrity (Seijts, et al., 2017). Witt and Stahl (2016) claims that the leaders within the organisations who have consistently focusing on integrity, professionalism, and responsibility, are likely to elevate the bar for excellence and inspire others to emulate their actions.

For instance, because of his moral behaviour at Microsoft and his charitable endeavours, Bill Gates has become a national hero and exemplary leader in the field of ethics (Marques, 2017). In addition to improving the company`s brand, his social responsibilities and moral behaviour have inspired other CEOs to take moral considerations into account while making commercial choices. Indra Nooyi, the former CEO of PepsiCo, is renowned for her concern for sustainability and her inclusive leadership style (Klenke, 2017). She demonstrated how responsible and socially inclusive leadership has a good influence on an organization`s operations and its ability to contribute to the society at large by promoting diversity in leadership, equity, and environmental stewardship (Klenke, 2017).

Empowerment and Accountability

According to Pepper, (2010), effective leaders realise the role of empowerment and accountability in the achievement of organisational success. They empower their teams through the capacity of delegating authority, providing the needed resources and creating an environment of autonomy and leadership. Through this process, they help to create an environment where people can undertake initiatives, develop new ideas, and actively collaboratively support the organisation’s aims. They also establish specific goals and hold themselves and every member of the group accountable for achieving the desired results.
Virgin Group founder Branson is well-known for pushing staff members to take chances and go for anything novel (Branson, 2014). He proposes a flat organisation scheme whereby workers are their own bosses and are allowed to execute their creative abilities with very little enormous bureaucracy. This empowerment has implied the making of fantastic products and services like Virgin Galactic consequently the development of a creative and entrepreneurship culture (Branson, 2014).