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1、hit75285_ch12.qxd12/23/039:52AMPage372StrategicLeadershipChapterTwelve12KnowledgeObjectivesStudyingthischaptershouldprovideyouwiththestrategicmanagementknowledgeneededto:1.Definestrategicleadershipanddescribetop-levelmanagers’importanceasaresource.2.Definetopmanagementtea
2、msandexplaintheireffectsonfirmperformance.3.Describetheinternalandexternalmanageriallabormarketsandtheireffectsondevelopingandimplementingstrategies.4.Discussthevalueofstrategicleadershipindeterminingthefirm’sstrategicdirection.5.Describetheimportanceofstrategicleadersinm
3、anagingthefirm’sresources,withemphasisonexploitingandmaintainingcorecompetencies,humancapital,andsocialcapital.6.Defineorganizationalcultureandexplainwhatmustbedonetosustainaneffectiveculture.7.Explainwhatstrategicleaderscandotoestablishandemphasizeethicalpractices.8.Disc
4、usstheimportanceanduseofAPPhoto/MartyLederhandlerorganizationalcontrols.AndreaJung,CEOofAvonProducts(center),inNewYork’sCentralPark.Emphasizingwomen’shealthandself-esteem,AvonProductsrecentlylaunched“AvonRunning—GlobalWomen’sCircuit,”aseriesof10Kand5Kfitnesswalksandprerac
5、eclinicsin11U.S.citiesand16countries.AndreaJung,togetherwithSusanKropf(COO),havestrengthenedAvondomesticallyandabroad.hit75285_ch12.qxd12/23/039:52AMPage373StrategicLeadership:TheGood,theBad,andtheGuilty“ThetruthisthatCEOsareflawedindividualswhoareoperatinginacom-plexandi
6、mperfectworld....Theyareintenselydriventoachieveandtheyoperateinamarketplacethatmeasuresachievementalmostwhollyintheshortterm.Theyconfrontaworldthatmovesfasterthaneverbefore,andreally,thereislittleabouttheirunwieldyorganizationsthattheyeasilycon-trol.”Despitethemajorscand
7、alsandpoorperformanceofcorporations,thecurrentcropofCEOsisnoworseoverallthanpreviousCEOs.AccordingtoKeithHammonds,thedifferenceisthattheynowplayinadifferent“sand-box”thantheydidtenyearsago.In1993,theCEOsofAmericanExpress,IBM,andWestinghousewereallforcedtoresigninthesamewe
8、ek.Theircompanieswereperformingpoorly.Today,anumberofcompaniesareper-formingpoorlyandagoodnumber
