Toward the Emerging Roles of the Resilient Strategic Manager

Toward the Emerging Roles of the Resilient Strategic Manager

DOI: 10.4018/979-8-3693-1802-7.ch004
OnDemand:
(Individual Chapters)
Available
$37.50
No Current Special Offers
TOTAL SAVINGS: $37.50

Abstract

The global business landscape is dynamic and in constant flux, which forces organization managers to face increasing challenges in setting long-term organizational goals and objectives to maintain “the” competitiveness and value of their organizations. Today's executives require a variety of competencies to succeed in their roles as resilient strategic visionaries, yet the literature on modern strategic leadership is scant when it comes to defining what these roles include. As a result, this chapter postulates five key roles that define the resilient strategic managers and explores the requirements and challenges of these roles.
Chapter Preview
Top

Introduction

Strategic management is a process associated with the determination of long-term goals and objectives, coupled with measurable indicators, in order to increase the competitiveness and value of an organization (Tokhirov & Abdurkhimjanov, 2021). Executives in organizations set strategic objectives frequently in order to ensure market share growth or the strengthening of brand loyalty, but these objectives often may result in costly and lengthy workforce training and policy and procedural changes if leadership does not employ resilience in the decision-making process. In this study, resilience is defined as the capacity to recover quickly from difficulties, setbacks, or tough situations, to bounce back, adapt, and respond effectively to the challenges, changes, and adversities that organizations encounter in the marketplace. In line with this definition, it is argued that resilient strategic managers exhibit emotional strength, mental fortitude, and the capability to cope with stress, adversity, or hardship, without letting these significantly impact one's overall well-being or mental health. Moreover, resilience goes beyond enduring challenges and encompasses the capacity to grow and learn from those experiences. Resilient strategic managers exhibit a sense of purpose, optimism, and flexibility, as well as having strong problem-solving skills, self-awareness, and the ability to manage emotions in the face of difficult circumstances. Finally, resilience is not about being impervious to stress or challenges but rather about being able to navigate them, recover, and even thrive in the face of difficulties. Resilience is about building personal, psychological, and emotional resources that aid in adapting and effectively coping with various life situations. Resilience can be cultivated and developed over time through various practices, including building a supportive network, practicing self-care, embracing change, fostering a positive mindset, and developing problem-solving skills.

While the body of knowledge on strategic decision-making is extensive (Aytar & Selamet, 2021), there exists a gap in the research on the key roles of the resilient strategic manager. As a result, the research question for this chapter is: What are the roles that resilient strategic managers need to assume in today’s organizations? There are multiple objectives in this chapter. First, the objective is to clearly define resilience in the context of strategic management, highlighting its components such as emotional strength, mental fortitude, and the capacity for growth and learning. Next, it is to fill the existing gap in research regarding the roles of resilient strategic managers and to contribute to the body of knowledge by providing insights into the importance and responsibilities of resilient leaders in strategic management. Another objective is to demonstrate the relevance of this study for executives involved in strategic decision-making and to emphasize the practical value of understanding and embodying resilience in navigating the dynamic global business landscape. Finally, another objective is to position the research as a valuable contribution to the academic community by serving as a foundation for potential future studies in the field of strategic leadership.

Since the global business landscape is dynamic in nature and requires constant change (Casanova & Miroux, 2018), the value of this chapter is particularly relevant for executives who are in charge of making strategic decisions on a regular basis. Furthermore, since the literature on the topic of strategic management is fairly extensive, the problem would be feasible to investigate through a systemic literature review, which is typically used to assess research gaps through the review and analysis of existing literature (Aabid et al., 2021). Finally, the research is of interest not only to executives but to the academic community as it serves as a conduit for potential future studies in the strategic leadership field.

Key Terms in this Chapter

Intrinsic Motivation: Internal factors that encourage individuals' passions and desires, used to motivate individuals without the pursuit of external outcomes.

Extrinsic Motivation: External factors such as financial rewards, praise, promotion, or punishment used to encourage specific behaviors.

Organizational Priorities: Factors such as safety, trust, and transparency that guide decision-making and actions to meet the company’s overall mission.

Strategic Roadmap: A plan developed by senior management in collaboration with strategic managers to align the company’s mission and vision with actionable plans.

Strategic Decision-Making: The process of assessing problems, determining the best strategies to address them, and taking action to execute these strategies.

Strategic Management: The process that combines strategy formulation and implementation, crucial for achieving organizational goals.

Servant Leadership: A leadership approach focused on supporting and empowering team members, embracing diversity and inclusion practices, and promoting personal development through trust, support, and honesty.

Strategic Influencer: An individual who possesses knowledge, expertise, and credibility in a specific area, capable of changing opinions and behaviors regarding organizational strategies.

Thought Leader: An individual capable of bringing change and driving action to an organization through goal formulation, known for being likable, passionate, engaged, authentic, popular, visible, creative, and knowledgeable.

Outside View Technique: A decision-making approach involving a retrospective analysis of similar past situations to evaluate the current scenario objectively and overcome biases.

Strategic Planning: The process of assessing problems, determining strategies to address them, and implementing these strategies effectively, often involving collaboration with senior management to develop strategic roadmaps.

Strategy: A set of actions taken by senior management to achieve a specific goal, involving strategy formulation, the selection of specific strategies to address a problem, and strategy implementation to put the selected strategies into reality.

Scientific Decision-Making Model: A decision-making approach involving the collection and analysis of big data to make informed decisions using predictive models, sales forecasts, and decision trees, followed by the implementation and evaluation of actions based on data analysis.

Complete Chapter List

Search this Book:
Reset