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Spotlights Iridium, the satellite phone system vision company, and how it stole a jump on its competitors when it started in 1998, with global communication networks for international voice, data, and fax communication – but filing for bankruptcy a year later. Declares that Iridium did not foresee some of the problems, because of lacking in deep thinking of the potential areas of difficulties. Contends that getting it right is not easy, but becomes so when a systematic examination precedes the strategic decision.

Present the selection of strategy as a new filter for examining leadership effectiveness.

This paper relies on the ability to discern business priorities and the ability to integrate them into a sound strategy. Data collection from 2,000 leaders was collected via assessment to determine how many priorities were in use at one point in time.

The study found that 45 percent of the leaders used one priority to set their goals/visions/actions and 31 percent used two of the six priorities associated with the organizational life cycle framework. Research limitations/implications – This research suggests that the priority framework should be used in conjunction with a competency analysis and style assessment to develop an understanding of leadership effectiveness

The practical implications are that leaders can identify the priority mindset that others are using to evaluate the level of their commitment to a strategy. Unlike other frameworks which have to use an inventory or assessment, this framework enables a leader to ask questions to deduce the driving priorities and use it to achieve results.

This research applies to leaders in various size organizations.