Without a doubt, CEOs, Presidents and Officers of an organization have strategic leadership responsibilities. But increasingly, people at multiple levels have a major role to play when it comes to sustaining an organization’s long-term competitive advantage.

The responsibility for the tasks of strategic leadership – determining strategic direction, exploiting and maintaining core competencies, sustaining an effective organizational culture, etc… -- certainly lies within the people at the top. If an organization fails, it is these individuals who are ultimately accountable. But it would be a disservice to think that these are the only individuals who can – and should – be strategic leaders.

“We find more and more leaders below the CEO and senior management team level taking on responsibilities in the strategic leadership of their organization,” says Kate Beatty, CCL faculty member. “These individuals are often closest to the customer and have the best understanding of the external industry dynamics. They also know how things ‘really’ work in the organization.”

Individuals whose decisions have impact beyond their own functional areas have many opportunities to act as strategic leaders. For example, a purchasing manager can anticipate the impact on engineering and manufacturing of switching a supplier. Or a human resource director can develop systems to encourage cooperation across business units. Even those who are on the front line, interacting with the customer, are in a unique position to scan the environment and make sense of that information.

In addition, strategic leadership is not just for individuals: it is inherently a collaborative, team activity where people work together to make meaning out of complex information, act with strategic purpose and champion strategic change. No one person has enough information or a broad enough perspective to shoulder the full responsibility for strategic leadership in an organization.

“The term ‘strategic leadership team’ refers to a team whose work has strategic implications for a particular business unit, product line, service area, functional area, division or company,” explains Beatty. “These teams have strategic leadership responsibilities beyond those of any individual because they represent the confluence of information.”

Organizational –level variables such as structure, culture, systems and processes also impact the ability of individuals and teams to enact strategic leadership. Do information systems get information to teams and individuals who need it so that they can think strategically? Do compensation and reward systems encourage appropriate levels of risk-taking among individuals and teams? Is the culture one of fighting and/or “turf” wars?

Or do people easily cross barriers to share information, help each other and work toward shared goals?

This article was adapted form an article written for the Center for Creative Leadership, by faculty member Kate Beatty.

Without a doubt, CEOs, Presidents and Officers of an organization have strategic leadership responsibilities. But increasingly, people at multiple levels have a major role to play when it comes to sustaining an organization’s long-term competitive advantage.

The responsibility for the tasks of strategic leadership – determining strategic direction, exploiting and maintaining core competencies, sustaining an effective organizational culture, etc… -- certainly lies within the people at the top. If an organization fails, it is these individuals who are ultimately accountable. But it would be a disservice to think that these are the only individuals who can – and should – be strategic leaders.

“We find more and more leaders below the CEO and senior management team level taking on responsibilities in the strategic leadership of their organization,” says Kate Beatty, CCL faculty member. “These individuals are often closest to the customer and have the best understanding of the external industry dynamics. They also know how things ‘really’ work in the organization.”

Individuals whose decisions have impact beyond their own functional areas have many opportunities to act as strategic leaders. For example, a purchasing manager can anticipate the impact on engineering and manufacturing of switching a supplier. Or a human resource director can develop systems to encourage cooperation across business units. Even those who are on the front line, interacting with the customer, are in a unique position to scan the environment and make sense of that information.

In addition, strategic leadership is not just for individuals: it is inherently a collaborative, team activity where people work together to make meaning out of complex information, act with strategic purpose and champion strategic change. No one person has enough information or a broad enough perspective to shoulder the full responsibility for strategic leadership in an organization.

“The term ‘strategic leadership team’ refers to a team whose work has strategic implications for a particular business unit, product line, service area, functional area, division or company,” explains Beatty. “These teams have strategic leadership responsibilities beyond those of any individual because they represent the confluence of information.”

Organizational –level variables such as structure, culture, systems and processes also impact the ability of individuals and teams to enact strategic leadership. Do information systems get information to teams and individuals who need it so that they can think strategically? Do compensation and reward systems encourage appropriate levels of risk-taking among individuals and teams? Is the culture one of fighting and/or “turf” wars?

Or do people easily cross barriers to share information, help each other and work toward shared goals?

This article was adapted form an article written for the Center for Creative Leadership, by faculty member Kate Beatty.