THE TRAITS OF STRATEGIC LEADERS GLOWS UNDER A LEADER WHO SOLIDIFIES THE COMPETITIVE ADVANTAGE OF HIS ORGANISATION BY PROMOTING COHERENT ACTIONS THAT ARE VERY EXPENSIVE TO COUNTER OR IMITATE.
Insights gained from looking at things from a different perspective often gets a good strategist over to new vistas of advantages and opportunities that makes him vigilant to inherent weaknesses and looming threats. The traits of strategic leaders holds to highlight this important tendency.
Glimpsing what others have ignored and discovering a pivotal advantage lies at the core of most extraordinary strategies. The traits of strategic leaders put them up to pay attention to details and to behold extraordinary opportunities in the mundane or the ordinary.
A successful organization often gets up on the failed competition. The inability of competitors to innovate or imitate the coherent design, structure, policies and actions of the superior organisation are often a contributory factor to this success. The traits of strategic leaders admit a leader who is painstaking enough to design an organisation or a strategy that is toilsome to imitate.
Although they serve a single purpose, the component elements of the design of a great organisation are often specialized to each other and are not interchangeable.
To position itself competitively, an organisation awakens to create or seek opportunities to use one or more distinct competencies in such a manner that secures competitive advantage to it. The traits of strategic leaders honour a leader who pays attention to the development of the core competencies of their organisation in a manner that secures to them the high ground of their industry.
For an organisation to have a true competitive advantage, it must boast of a strategic leader capable of initiating coherent actions that are very expensive to counter or imitate. The position of the organisation is such that a successful counter still would not pose a threat to it because of the enormous resources that would be expended by its competitor or competitors in the process.
On the advice of good strategy, an organisation assesses its opportunities and risks by the strengths and weaknesses of its competitors and then builds on its own strengths.