Strategic Leadership


Business Management

Strategic Leadership

Strategic leadership is one of the key skills all senior managers must have to fulfill their role. The Strategic Leadership course will teach you about understanding strategic leadership skills and strategies and the understanding of ethical and cultural issues within the organisation.

The course will therefore help you to become a better manager through the knowledge you will gain; knowledge which will make you more valuable to your current and potential future employers.

UK:   £479 (including VAT)
Non-UK:   £399

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Three instalments of £159.67 (UK) or £133 (non-UK)

– First payment on registration,
– Second instalment after one month
– The final instalment after two months (before certification)

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On successful completion of the Strategic Leadership course, you will receive the course certificate awarded by the UK’s prestigious Chartered Management Institute (CMI).  It is a postgraduate level 7 qualification which also entitles you to apply for Chartered Manager status with the Institute.

Who is it for?

The Strategic Leadership course is for anyone who needs to understand leadership at the top level. It will therefore be very relevant for Directors, Chief Executives and other senior managers who are responsible for an organisation’s strategy for both private and public sector organisations.



There are three Learning Outcomes which you will cover in the course. On completion you can:


1. Understand an organisation’s ethical and value-based approach to leadership

1.1 Analyse the impact of the organisation’s culture and values on strategic leadership

In addressing this assessment criteria a good answer would analyse the impact of the organisation’s culture and values on strategic leadership taking into consideration some of the following:

  • Shared Culture – Trice and Beyer
  • Types of leadership
  • Task or people? – Peter Farey Leadership motivations and behaviours
  • Leadership context
  • Leadership vs management skills, e.g. in a project life cycle – Wideman
  • Leadership vision and values

There are many writers on this subject and reference will also be made to the work of Covey, Kotter, Warren Bennis, Robert Townsend and Boyett and Boyett amongst others.

1.2 Discuss how organisational specific, legal, regulatory and ethical requirements impact on strategic leadership demands

You will differentiate between (a) generic legal and regulatory demands, (for example, employment law), (b) health and safety as well as sector specific demands, (for example food safety), (c) the regulatory bodies that relate to your sector (for example, gas safety) or other closely regulated sectors.

1.3 Evaluate current and emerging social concerns and expectations impacting on strategic leadership in the organisation

You evaluate the current and emerging social concerns and expectations with reference to the debates on green issues including any carbon tax, waste emissions and concerns expressed by stakeholders in your specific sector or one of your choice. Other social concerns will be explored in terms of how they help organisations hire and retain their people.


2. Understand strategic leadership styles

2.1 Evaluate the relationship between strategic management and leadership

You evaluate the relationship between strategic management and leadership with reference to some of the following ideas concepts and their associated models:

  • Leadership and motivation
  • The cultural web – Johnson
  • Situational leadership – Hersey and Blanchard
  • Transactional leadership
  • Transformational leadership
  • Action-Centred leadership – Adair
  • The leadership continuum – Tannenbaum & Schmidt

2.2 Evaluate leadership styles and their impact on strategic decisions

This assessment criterion requires an evaluation of leadership styles and their impact on strategic decisions. You will therefore comment on the following ideas in context of your organisation:

  • Leadership behaviours
  • The leadership grid – Blake and Mouton
  • Emotional intelligence and leadership styles – Goleman
  • Level 5 leadership – Jim Collins

2.3 Discuss why leadership styles need to be adapted in different situations

Here you are required to discuss why leadership styles need to be adapted in different situations incorporating some of the following ideas and theories:

  • Leadership and motivational theory
  • Theory X and theory Y
  • Maslow’s hierarchy of needs
  • Motivational theories developed by Chris Argyris, David McClelland and Rensis Likert

2.4 Evaluate the impact of leadership styles on the organisation

In evaluating the impact of leadership styles on the organisation there are a number of writers and models:

  • Characteristics of leadership
  • Attributes of leadership – John Gardner
  • Seven ‘megaskills’ of leadership – Burt Nanus
  • Leadership as capabilities – Ancona et al


3. Understand leadership strategies and their impact on organisational direction

3.1 Evaluate two differing leadership strategies

Here you should chose two differing leadership strategies with reference to the following:

  • Organisational contexts and adaptations
  • The strategic context
  • Contextual factors in strategic change
  • Evolution or revolution?
  • Situational leadership

3.2 Determine situational variables which could cause a change in leadership strategy

The situational variables which could cause a change in leadership strategy include:

  • Strategies for change: overcoming resistance to it – Kotter and Schlesinger (2008)
  • The ‘change equation’ – Beckard and Harris
  • The cultural context – Edgar Schein and Hofstede,
  • The interplay of organisational culture, leadership, and organisational effectiveness, – Parry and Proctor Thompson

3.3 Analyse a leadership strategy to support organisational direction

You will analyse a leadership strategy to support organisational direction, and will consider the following:

  • The leader as change agent
  • Tools for culture change
  • Four tools of co-operation and change – Christensen et al
  • Informal coalitions and the leadership agenda
  • Leadership vision and values
  • Engaging people with vision
  • A motivationally rich vision
  • The 7Rs of changing minds
  • Communicating the vision
  • Effective communication – Kotter
  • The 5Ms of magic meetings
  • Gaining followers through values and building trust
  • Ethical leadership – Monty Burns
  • Ethical leadership as a strategic issue

Entry requirements

The Strategic Leadership course has the following entry requirements:

Experience: You must have at least one year of relevant work experience (paid and/or unpaid) with levels of responsibility, participation and/or achievement of a range of relevant professional qualifications.

Language Skills: You must also have an appropriate standard of English to enable you to access relevant resources and complete the unit assignments.

What is included?

Everything you need to successfully pass is included and there are no additional fees.

In addition, you receive Affiliate Membership of the CMI which gives you access to their excellent Management Direct. It is a complete online library of comprehensive and up-to-date material that addresses current management practice.

How do I study and how long does it take?

The Strategic Leadership course is taught through our online Teaching Zone using essential reading material such as checklists, models, templates and articles coupled with short videos. There are also optional live and recorded webinars delivered by our tutors. Plus, you will also have a personal tutor who is a subject expert whom you can contact if you have any questions.

The course is split into four one-week sessions. Coupled with time for your assessment to be marked and confirmed it should take you approximately 8 weeks in total to complete this qualification. Although it may vary in practice depending on your commitment and how easy you find it to study. It is possible to take less than four weeks if you concentrate on the course and commit your time to it, or equally if you have the pressure of other commitments you can spread your studies out over a longer period.

In our online Teaching Zone, the course content is divided into weekly activities which cover the three Learning Outcomes. You work through the study material in the order presented. When you have finished the course content you then need to complete the assignment in the Assessment Section. You can submit drafts which your personal tutor will review and give you any advice or feedback they think is relevant. When you are happy with your assignment, you submit it online through the facility in the Assessment Section and receive your results about one month later.

How is it assessed?

This course is assessed by a 3,500 word written assignment. There is no examination required.

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