Introduction

•
In the development of the present activity you will
find how you can honor the leadership within an
organization analyzing different aspects such as
innate leadership without taking into account the
authority that is counted as well as the potential
that can be developed in the new ones " young
leaders "and learning strategies taking into account
technology in search of maximum productivity.
Objetives
• Have the ability to make decisions as a team to
meet the objectives of an organization.
Table of contents
• Introduction
• Objectives Infographic link of each student (Activity 3)
• Leadership styles table (Activity 5)
• Strategic decisions four quadrant matrix (Activity 5)
• fourquadrant matrix

• Organizational change skills infographic link (Activity 5)

• Conclusions – one link of video per student (Activity 6)
• References (Use APA)
Objectives Infographic link of
each student (Activity 3)
https://infograph.venngage.com/ps/ZdItpOxaBE/google-
story_new
Strategic decisions four quadrant matrix (Activity 5)
A Story from Google Shows You Don’t Need Power to Drive Strategy
LEADERSHIP STYLE DEFINITION
He is the kind of leader who likes
to be in charge of everything, he
does not easily give in to other
The Coercive Leader perspectives that differ from his;
without pregnancy is the perfect
candidate for the time of crisis in a
company.
This type of leader excels at
generating enthusiasm, perfect to
articulate the mission of a company
The Authoritative Leader
and generate a new vision more
propaganda, work as a team in a
correlated way.
Perfect to establish positive
relationships and high trust with
the company's collaborators, stands them valuable feedback and
The Affiliation Leader
out for its positive comments, is
ideal for a company that needs a
more harmonious environment
SITUATION IN THE CASE
What Brian also noticed was that
while this was technically true, it was rather difficult to do in practice:
users who wanted to take
their photos to a different service had to go through many tedious steps
to do so. For some Google
services, it was so challenging as to be impossible for the average user.
Brian realized that while
easy control of personal information was important to both users and to
In our view, Brian’s work is an excellent demonstration of strategic
leadership. He developed unique
insight to solve an emerging need and then he drove transformational
change to realize that vision.
But Brian’s accomplishment challenges conventional definitions of
strategic leadership. He had no
formal authority as a leader, operating without any title or mandate.
Also, all of his work was done
outside the boundaries of strategic management practices within the
organization.
using a combination of success stories and
communication from supporters to legitimize their work. The smaller
projects that Brian’s team
started with let them experiment and prove their concept. This gave
built their confidence to tackle bigger opportunities. Brian became more
strategic in his project
selection as time passed, targeting products that were more technically
challenging and of greater
impact.
Strategic decisions four quadrant matrix (Activity 5)
A Story from Google Shows You Don’t Need Power to Drive Strategy
LEADERSHIP STYLE DEFINITION SITUATION IN THE CASE
Brian’s network at Google went well
beyond the engineering unit he was a part of. He built this network
proactively and used it first to
This leader, has the profile focused
understand the mindset of key stakeholders and later to influence them
on making the right decisions and
to adopt his suggestions.
The Democratic Leader for the welfare of the majority,
Getting to know colleagues in legal, public relations, and policy
does not work well in times of
provided Brian insight into
crisis.
strategic concerns that few of his fellow engineers were aware of. These
relationships also gave
Brian influential advocates he could call on when needed.
Its main characteristic is that it is
based on the results of high To find out, we conducted a study examining over 300 leaders to
performance standards, it does not identify the actions that define
trust easily in its collaborators; strategic leadership. We started with focus groups drawn from both our
The Pacesetter
However, it should be noted that graduate class at
they increase the self-esteem, Northwestern University and a global high-potential program we run at
intelligence and speed of their Aon. Those individuals came
work team. from nine countries and numerous industries.

They identified
This leader, recognizes the talent patterns that revealed new opportunities, they developed a unique
and the best way to develop it, solution to create value, and they
The Coach encourages his work group to managed risks that could undermine their success. While what they did
cultivate new skills, generates new was consistent, how the
learning skills. leaders in our study did their work varied. Strategic leaders like Brian,
who don’t hold positions of
authority, operated in ways that were tailored to a less formal context.
 FOUR
QUADRANT MATRIX
Organizational change skills (Activity 5)

•
Conclusions in video
https://www.youtube.com/watch?v=cwG7liVkXIs&feature=youtu.be

https://www.youtube.com/watch?v=DPMn2BZzX0Q&feature=youtu.be
References
• Olson, A. K., & Simerson, K. (2015). A Story from Google Shows You Don’t Need Power to
Drive Strategy. Harvard Business Review Digital Articles, 2–5. Retrieved from
http://bibliotecavirtual.unad.edu.co/login?url=http://searc
h.ebscohost.com/login.aspx?direct=true&db=buh&AN=1186668 74&lang=es&site=eds-
live
• Bawany, S. (2015). Importance Of Leaders With The Right Leadership Styles. Leadership
Excellence Essentials
• Rosenzweig, P. (2013). What Makes Strategic Decisions Different
• KETTER, P. (2018). Adaptability Is Key in the Future of Work. TD: Talent Development