MGT8039 Strategic Leadership
Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at <http://www.usq.edu.au/ict/students/standards/default.htm>.
Top-level managers have to steer organisations in ways that will result in sustainable performance that is optimally beneficial to all its stakeholders. The primary responsibility for thinking and acting strategically rests with the top leadership echelons of any organisation, from the smallest to the largest multinational conglomerate corporation as well as all other types of organisations (such as in the public sector). These organisational leaders may include chief executive officers, managing directors, other members of boards of directors and general managers who play a role in top management teams. These leaders usually have responsibilities and accountabilities that cannot be delegated. As such they have to make decisions that affect the direction and success of whole organisations. They therefore have to have superior levels of holistic, conceptual and strategic thinking abilities. Being in a top management position is often very risky and the media is full of examples of 'fallen idols'. Top-level leaders are therefore often in the spotlight and are mostly expected to lead organisations through continuous strategic renewal and transformational change to be or become 'high-performing' and 'world-class' organisations that add value to all the stakeholders in a balanced way. This course is aimed at addressing issues such as these, issues which recognise that strategic leadership is indeed a complex and extremely important form and level of leadership. Other issues that may be covered include corporate governance, top management team dynamics, ethical practices, strategic performance management, knowledge management, organisational culture and strategic change.