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Henry Adobor, William Phanuel Kofi Darbi and Obi Berko O. Damoah
The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly…
The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.
Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.
Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.
This is a conceptual paper and the authors cannot make any claims of causality.
Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.
The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.
High performing firms have been associated with “quality” mission statements defined by the choice of components. In an attempt to extend our knowledge in order to give…
High performing firms have been associated with “quality” mission statements defined by the choice of components. In an attempt to extend our knowledge in order to give more legitimacy to these claims and also provide more local and relevant reference for Ghana‐based firms, the purpose of this paper is to investigate, through a component analysis, how high‐performing Ghana‐based firms define their mission.
Mission statements of 50 of the Ghana Club 100 firms, primarily extracted from the official web sites, Initial Public Offer prospectuses and annual reports of the firms, were subjected to content analysis which evaluated and scored the mission statements based on the occurrence of 20 specific components.
The paper found that high‐performing Ghana‐based firms define missions to include components that the literature uses to measure quality; and these are similar to those of the UK, Canada and Ireland. Based on the ranking of the components, three categories were identified: the imperatives, the highlights, and the adjuncts.
The paper lumped together all firms irrespective of industry or sector. There is, therefore, the need to conduct further research to identify possible industry or sectoral differences, for better insight and relevance.
Ideas generated in this paper provide a guide to practitioners and firms regarding how they can develop mission statements, drawing on experiences of high‐performing Ghana‐based firms.
This is the first attempt to study how high‐performing Ghana‐based firms define their mission and hence is a major contribution to the scarce if not non‐existent Africa‐specific studies. It also provides a more prescriptive approach to crafting mission statements by proposing hierarchies of the components of mission statements.