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高階領導人的策略領導
課程名稱：領導與競爭優勢
指導教授：曾燦燈教授
RA7944147 劉公權
RA7961084 王雨晴
RA6967053 ANANYA
中華民國 九十七 年 五 月 三 日
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1
報告大綱
文獻回顧
 如何執行策略領導
 個案分析
 結論

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報告大綱

文獻回顧
領導的定義
領導的意義與內涵
領導與管理的差異
策略領導的意涵
策略領導的定義
策略管理的定義
策略領導的關鍵
具體執行
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領導的定義:
領導者有效的影響被領導者努力工
作以達成領導者要追求的目標這種
過程或活動稱為領導。
領導的意義與內涵

綜觀有關領導之文獻，學者大多將領導理
論分為:特質理論(trait theory)、行為
理論(behavioral theory)及全變理論
(contingency theory)三類，近年來有關
於領導理論的新趨勢，以轉換型領導
(transformational leadership)
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領導的意義與內涵
與交易型領導(transactional leadership)
為代表，其意義與差別分數如下 ：
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上圖 轉換型領導與交換型領導的組成要素資料來
源：orthoues,2001
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領導與管理的差異
領導是做對的是事 vs. 管理是把事做對
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策略領導的意涵

Hambrick & Mason(1984)提出高階階梯理
論(Upper Echelom Theory)明確指出，組
織的結果主要是受領導者本身的價值觀和
認知的影響，而不是公司的董事會或環境
因素。雖然，組織策略的形成也可能是由
下而上，但是Hambrick and Mason強調，
領導者是組織中最能對組織策發揮獨一無
二的影響效果。經過數年的發展，高階階
梯理論被認為是策略領導的前身
(Cannella and Monroe, 1997)。
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策略領導的定義（一）
策略領導的定義： 「個人具預測、提出願
景、保持彈性、策略性思考、並與他人合
作倡導變革的能力，以為組織創造一個具
有生命活力的未來」
 （Strategic leadership is defined as a
person’s ability to anticipate , envision ,
maintain , flexibility , think strategically ,
and work with others to initiate changes
that will create a viable future for the
organization.）

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策略管理的定義（二）
策略是管理者為達到公司目標所採用的行動
方向與準則，也是公司推動業務的基本方向。
因此，策略管理是企業經營管理的首要工作，
主要的內涵包括決定公司經營的範疇、決定
如何經營才可獲利、或是如何經營才可全身
而退，而仍具有存活能力。
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策略管理就程序而言，包括兩大階段：策略
規劃與策略執行。
策略規劃涉及分析公司所面臨的內、外在環
境，並依此決定適當的策略行動方案。而策
略執行包括組織結構的調整因應，及其他為
順利推動策略行動方案所進行的相關業務，
以追求在最適當的環境下推動策略方案。
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具體而言，策略是建立公司整體目標的方法，
而目標包括公司的長期目標、行動方案與資
源分配的優先順序；策略是用來定義公司競
爭的範疇；策略是一種對內、外環境的具體
反應，以達到公司永續的競爭優勢；策略也
具體地界定公司的管理工作。這四種定義說
明了策略的具體內容，而策略管理的主要目
標便是冀求這四項具體內容或業務，能在有
效果與高效率下進行，使公司能在產業中占
有一席之地。
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策略領導的本質：指導組織建立架
構，以決定未來的特質及方向。
協助公司領導者：
◎ 收集及分析情報、建立策略願 景、發
展執行計畫、採取行動，並追蹤執行成
果。
◎ 保持決策過程在組織各層級的一致性。
◎ 巧妙閃避目前流行、但可能有致命危機
的「短期策略論」。
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策略領導的關鍵
策略領導需要藝術與紀律並用。
「藝術」指的是具有創意、跳脫窠臼、海闊
天空的思考方式。
例如：構思出幾個可行的策略遠景方案，供
高層策略小組進行評估，或是新產品
開發、推敲各種可能的企業經營情境、
找出決策的依循標準，以及策略性、
刻意地造就新的企業文化。
同樣的，在溝通既定策略、爭取支持與認同
的過程當中，也需要發揮創意。
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策略領導的關鍵
「紀律」在策略的思考或執行過程中都是非
常重要的。
例如：首先要能設計並執行一個計畫，其中
包括上百個專案、上千個子專案，以作為
策略執行的先決條件，這個工程其實並不
容易。另外要確保決策在組織上下都能維
持一致性，也不是一件簡單的事。許多組
織的領導者都堅信，以紀律來貫徹策略的
設定與執行之必要性。
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在某家全球知名的重型機具製造公司中，
高階團隊非常用心的研議了一項策略，他們
有明確願景，且承諾共同投入，一切都已就
緒，準備放手一博。
該企業出身北美洲的總經理素來享有威
名，他為這個新策略所訂的溝通計畫非常簡
單：他特製了一卷宣傳錄影帶，分送該企業
位於全球各地的營運據點，以此教育員工，
並試圖爭取大家的認同。結果，員工對該影
片的接受度非常低，這一點也不奇怪─因為海
外員工使用英文的比例本來就不高，對於
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他那種美式表達更是陌生。結果，一個對組
織每位成員都非常重要的策略訊息，因為無
效的包裝而被全盤否決。
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大多數的管理團隊通常都十分盡責、忠誠，
而且擁有最佳的策略動機。然而他們都有其
共通的缺點，以至於可能在以下幾個重要策
略流程中失敗：
策略遠景的擬定。根據客觀事實、相關資
訊形成的假設，家 以各種情境分析，藉此
擬定策略願景。
策略願景的溝通與執行。使組織內與執行
策略的關鍵人物充分理解，並各司其職以配
合策略執行的過程。
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策略遠景的更新。持續確保公司擬定的策
略願景是適當而靈活的，並能持續保有原來
的動力。
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策略擬定與執行的五大階段
策略情報的搜集與分析
 策略擬定
 策略專案總規劃
 策略執行
 策略監控、檢討及更新
反覆回饋

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當組織為了未來的成功預作準備時，最重要
的內部因素就是策略的擬定及策略領導。
領導包含了願景的建立、發展、激勵、溝通
及參與，這是讓策略擬定邁向成功的原動力。
策略制訂之後，其執行是否能成功，完全要
靠「問題解決系統」的運作。這個系統能運
用資訊、凝聚共識、探索機會，並且化危機
為轉機，因此該系統的品質、效能及速度將
會決定組織是否能順利由「願景」跨入「執
行」階段。
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其他因素
企業流程
 目標
 人員能力
 組織架構
 資訊/知識管理
 企業文化

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團隊的整合
領導者的策略小組
 適當的人選
 良好的判斷能力
 熱誠與勇氣
 合作
 策略思考的能力：抽象思考的能力、全面
性的觀點、創意、善於表達、對於含糊不
清的容忍度、對於長期發展的使命感。
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領導者在策略領導的特殊角色
當策略小組開始擬定策略時，領導者應該已
經做了兩個決定：選定策略小組成員，並且
選擇依個完整的流程來進行策略的五大階段。
儘管領導者的洞察力及專業知識在某些與內
容相關的部份是非常有價值的，他對整個小
組與整體流程的責任將會明顯影響最後的結
果。因此，領導者必須謹慎的面對以下的問
題：
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哪些小組成員展現出思想領袖的特質？他
們所扮演的角色是否能充分發揮他們在策
略思考上的長處？他們在策略思考上的整
體素質如何？有沒有漏掉哪些可以幫助我
們更好的人？
 在工作上，有哪些力量超出了高階團隊的
掌控範圍外？

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身為公司領導者執行長，我是否已經做了
所有該做的努力，支持小組進行突破性的
思考及創意發展？我是否能確保我們是在
「描繪願景」而非「進行規劃」？
 如果策略小組被困在某些議題中，我是否
有足夠的勇氣動用自己的領導特權？

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個案分析:
北台塑、南奇美

專制合理之領導－王永慶 (經營之神)
。人物素描 成功、卓越、巔峰、多金的代名詞
。領導風格 專制合理之領導
。領導策略-瘦鵝論(韌性逮到機會，會迅速吸取養分)以低成本為優勢
。管理理念 追根究底，實事求是，點點滴滴求其合理化

宏觀自然之領導－許文龍 (壓克力之父)
。人物素描 灑脫、自在，不愛上班的董事長
。領導風格 宏觀自然之領導
。 領導策略-知己知彼 知人善用 (惜才)
。管理理念 消滅「管理」
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個案分析:

雅芳:
轉換型領導
策略:建立個人品牌 行銷自己
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個案分析:
American Express:
Always Creative:
Create different cards for different needs,
it’s a way for their marketing.
First one with reward.
Understand customers’ needs.
Baby Boom:

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結論
「策略」可說是在企業中最常用、卻又最被
濫用的名詞。
在經濟全球化的今日，策略性思考經常被拿
來跟「網路公司」、「電子商務」、「企業
購併」等熱門問題劃上等號。過去幾年來，
每個產業都被購併狂潮所席捲，史的策略性
思考與領導被矮化為回應式策略、直覺、老
二哲學，以及為了安撫股東與證劵分析師的
應急之道。
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現今企業若是缺乏脈絡清晰且前後一貫的策
略，其危險程度將比過去任何時期都更為嚴
重。而那些空有策略方向，但其執行態度輕
率、過程與品質粗劣的企業，所面臨的危機
也同樣重大，這些都是未來領導人所要思考
的問題。
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What
are Strategies?
Strategies are broad, directional
statements of purpose. They tell company
what it wants to do and where it wants to
be : they are the company’s market
guides.
 Increasing sales, introducing and
repositioning products, entering and
discovering new consumer segments, and
overcoming consumer objections are all
strategies that the company’s concerted
efforts strive too reach.

A strategy is often difficult to develop.
Most people write strategies that are too
specific and insufficient as a directional
statement. Strategies are guides for the
marketing process and reflect the policies
of the company, not procedures.
Plan are procedures and should not be
devised until strategies are well
developed. Conversely, strategies should
not contain the operational, detailed
information found in the plans.
The best
way to understand strategies
is to see an example.
Student Background Form
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Name:
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Consumer Behavior
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Client Interview form
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 General Information:
 Years in operation and background:
 Major products, product line, or services:
 Customers:
 Geographical distribution:
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Client Interview form Cont..
Descriptive Characteristics
( Age,Sex,Income,Occupation,Marital Status, etc.):
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Do you have customer groups that differ significantly from
each other? If so, how?
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Are there customer groups you think you should be reaching
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Are all of your potential customer groups sufficiently aware of
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Competition:
 Who do you believe to be your major competitor(s) and is (are) the
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Client Interview form Cont…
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Sales Promotion:
Are sales , special prices, coupons or other promotional items important to
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Which kinds do you and your competitors use?
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Do you use these methods to attract new customers or to build loyalty
among existing customers?
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Distribution or Location:
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How important is distribution or location in maintaining your competitive
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How is your location compared to your competitors?
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Personal selling and customer service:
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competitive position ?
How is your sales staff compared to your competitor(s)?
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Client Interview form Cont..
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Major Decisions:
Are there major decisions in any area of your
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Decision #1:#2: …
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PEER EVALUATION
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Price/Contribution Analysis
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In the spaces below, list each product that is offered by your
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Analyzing Your Competition
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Use this as a guide for analyzing the competition.
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Competitor:
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Organization:
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Subsidiaries:
Marketing Director:
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Product name and description:
Sales changes in the product:
Price structures:
Distribution:
Type of promotions and probable costs:
Description of the market segments the completion serves:
Most outstanding benefits the product offers these segments:
Weaknesses of the product in relation to these segments:
How their product compares with yours:
Where is this competitor on the Benefit/Segment Matrix?
Major strategy for competing with this product:
Segmenting The market
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Carefully write in all information gathered on each segment, Be specific.
You may wish to make copies of this form for extra room.
Primary segment:
Demographic variables common to this segment:
Geographic origins:
Usage-rate and other usage features:
Secondary segment:
Demographic variables common to this segment:
Geographic origins:
Usage-rate and other usage features:
Tertiary segment:
Demographic variables common to this segment:
Geographic origins:
Usage-rate and other usage features:
Predicting Market Growth or
Decline
Use the following list as a log for
cataloging the information that you hope to
acquire. Make copies of this form for more
room.
 Market Segment
 Type of Information Needed to Predict
Growth or Decline Source of Information
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The market environment
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Use the spaces below to carefully analyze
the environmental variables that affect
your client. Start with the most obvious
conditions first and then proceed to the
more subtle variables. After listing each
environmental influence, list the
opportunities or challenges that each
presents. Make copies of this form if you
need more room.
Legal
Legal
 Political
 Technological
 Social
 Economic
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Variable
Opportunity/Challenge
The marketing Strategy Grid
On the grid below , place your client’s
company and the Competition. Then, list
the reasons for your decision.
Market
Demand
Benefits
Strong
Full
1
Moderat Weak
e
2
3
Medium
4
5
6
Limited
7
8
9
The Marketing information System
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Use the forms that are contained in this Appendix to
define your client’s MIS.
Information needs and likely sources for that
information:
Information Category
Current Customer
General Customer
Completive
Environmental
Marketing Efficiency
Others:
Information Needed:
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Who Needs It?
Why do people need this information?
Where can it be found?
Source1)
Source 2)
Who is responsible for compiling it?
When is it due?
How should it be presented? (Circle one)
Graph or Chart
Report
Form
ON its own
When should the data be reported?
Writing your Strategy
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Write your major strategy statement.
Including all five parts discussed in An
Example of a Strategy. Be brief and
realistic. You can further develop your
strategy later. You may wish to make
copies of form for future use.
Setting Objectives
In the spaces below, establish some objectives for your company. Use this
opportunity to demonstrate that each objective meets the three criteria :
Measurable, Attainable, and Timely. Make copies of this form if you need
more room.
 Measurable Goals that are quantitative are measurable. Make sure notes
about the types of measures used and where the information can be found.
 Attainable. Use some of the Math of Marketing that you will learn from
Chapter Nine of this to demonstrate the ability to reach the objective.
 Timely If a goal has a time limit on it is timely. The system used below will
require a time frame. It is not necessary to re-justify timeliness.
 Objectives
 Short-term (within 6 months)
Objective:
Demonstrate ability to attain:
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Writing The Basic Selling Idea
Step 1. Assessing User Needs. In the
Benefit/Segment Matrix section, you examined
your segments’ needs. Your list of benefits should
fit these needs.
Primary segment name:
Unfulfilled needs:
Secondary segment name:
Unfulfilled needs:
Tertiary segment name:
Unfulfilled needs:
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Step 2: Assessing Product Benefits. Describe of your product that
meet the needs of the segments. If the benefits do not needs, then
something is wrong. Either redesign your product or redefine your
segment.
Write the benefits of your product in the spaces below.
Primary segment name:
Benefits that needs:
Secondary segment name:
Unfulfilled needs:
Tertiary segment name:
Unfulfilled needs:
The Language of Promotions
The words used in a BSI translate into advertisements. For this
reason, they need to be carefully chosen. Use descriptive words that
accurately translate a feeling into an image and convey a message
to be carefully chosen. Use descriptive words that accurately
translate a “filling” into “image” and convey a message to the user.
The message should be “this product is perfect for you”.
It is different to choose the right adjectives to convey your intended
message.
Writing your marketing mix
strategies
Make copies of this form for each of the segments
in your market. Then write In the name of the
segment and briefly describe five strategies for
each marketing mix variable for that segment.
SEGMENT NAME
 Price Strategies:
 Product Strategies:
 Promotion Strategies:
 Distribution Strategies:
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Writing Your Marketing Action Plan
Reread your Marketing Mix Strategies,
and choose one for this exercise
(promotional strategies provide the most
variety in Action Plan writing). Break your
strategy into as many Action Plans as
possible (one Action Plan for each
marketing idea). Name each Action Plan
and list its purposes to the right. You may
wish to make copies of this form for future
use.
 Action Plan:
Purposes:
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Now select an Action Plan from those you have
listed. Review the eight essential ingredients
described in Elements of the Action Plan to get
started.
Action Plan Number:
Date:
Title:
Personal in Charge:
Qualitifications :
Objective:
Plan of Action (outline in steps):
Estimated Cost (show calculations):
Method of Evaluation:
A Marketing Budget Form
Action Plan Evaluation Form
Use this form to evaluate each success or failure of the
Action Plan. Make copies of this form if you need more
room.
 Plan Number
 Plan Name
 Person in Charge
 Evaluator
 Expected Completion Date of This Action Plan
 Actual Completion Date of This Action Plan
 Were They Met? (Circle One)
Yes , No
 Objectives of the Action Plan
 How was Success or Failure evaluated? State criteria
and show calculations
Action Plan Costs
 Predicted Actual Difference
 Reasons for Cost Difference
 Overall Evaluation Of Plan (Circle One)
 Excellent Very ,Good , Average ,Poor
,Terrible
 Signature of Evaluator Date
 Signature of person in Charge
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