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RUNNING HEAD: LEADERSHIP STRATEGIC THINKING AND SWOT 1

Leadership Application of Strategic Thinking and SWOT Analysis

Diana Householder (Student #522906)

Siena Heights University Graduate College

2-8-2018
LEADERSHIP STRATEGIC THINKING AND SWOT 2

Leadership Application of Strategic Thinking and SWOT Analysis

Strategic Thinking and SWOT

An important concept in strategic leadership is that it involves the process of strategic

thinking. In order to be strategic in leadership one must also be and act intentional, as well as

being mindful and taking time to assess and understand the many factors of the business,

appropriate planning, and management of relationships with the stakeholders. Strategic

leadership and thinking means having the information and the input of others to fully support

your decisions. Strategic thinking, according to Hughes, Beatty, and Dinwoodie, (2014) is

defined as the process which involves the “cognitive and social processes that lead to shared

understanding of the complex relationship between the organization and its environment” (p. 49).

Strategic thinking, importantly, is a collective or social process which incorporates various

assessments from both within and without the organization. There are also four main elements of

leadership strategy to consider in goals of succeeding with superior performance (Hughes,

Beatty, & Dinwoodie, 2014). The factors to be considered are what and how is leadership

developed to perform as well as determining what segment of leadership and what areas must be

developed.

Strategic thinking and analysis fosters increased understanding of departmental roles, and

involvement in the organization as a whole as well as potential future growth. The environmental

analysis is a crucial phase in strategic planning and the creative thought process. Development of

these is an essential approach in providing a background for inspecting, observing, estimating,

and evaluating the trends and concerns in the trade of the business (Hughes, Beatty, &

Dinwoodie, 2014). For example, in local governments such as the municipality in which I work

it is apparent that strategic leadership requires thinking and acting intentionally. Moreover,
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acting and thinking strategically requires taking the time to asses and understand the many layers

of the operation, appropriate forecasting, as well as managing relationships with key stakeholders

(Poister, & Streib, 2005).

Finally, success, Neville (2016), is a result of the application of strategic thinking, and being

proactive instead of reactive to the conditions which are already in existence. A strategic mindset

encourages determination to initiate the best use of the resources available and aligning and

incorporating them in the plan of action. In the end, is an understanding of the importance of

making the connection between strategic thinking and strategic acting (Hughs, Beatty, &

Dinwoodie, 2014).

Application

All communities, no matter the size, struggle with vacant properties, slum lords and blighting;

a sore subject for the community and local leaders. These properties often seem beyond the

control of local leadership, and rarely instigate a sense of urgency further than the neighboring

properties (Wycoff, 2017). In my community, and as a part of my job, there is an understanding

of the ramifications of ignoring the dilemma. These properties are an issue that cannot be

ignored, moreover, these properties, if left unchecked lead to expenses which could alternatively

be avoided.

The blight cycle is a cycle of neighborhood deterioration that can be categorized into three

phases: mild, medium, and critical. According the Michigan Blight Elimination Guidebook, as

physical conditions of buildings, neighborhoods, and public infrastructure deteriorate through the

phases of blight, the relative scale of the dilemma also rises. Thus, applying strategic thinking

and SWOT analysis concepts in order to proactively combat the problem, issues can be identified
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and plans can be formulated to address blighting and vacant properties in the community

(Wyckoff, 2017).

The Blight Cycle:

MILD (7) Auctioned


properties;
Tax base Slumlord rentals
Stagnates
(4)

Property Loss of
(8) Homes and
values decline property (6) Residents
property
(3) equity (5) leave; forclsure
continue to
rates escalate
decline

Isolated
Deterioration blight, New businesses,
tourists and
(2) abandoned incoming
(9) Tax base
structures (1) shrinks
residents
declines

(11) More
residents leave;
poor are left

(12) Proerties fail


(15) Blight at autction ales,
Pandemic revertn to public
lands

Severe

(14) Problems: (13) Insufficient


vacancy, crimes, tax base to
depressed local support
economy maintenance

(Wyckoff, 2017, p. 1)

SWOT Analysis

A longstanding concern within my organization has been blight in the community, with a focus

on abandoned properties and properties in decline which are named public nuisances. According

to public officials, Wyckoff (2017) a public nuisance is a situation or condition that interferes

with the health, safety, morals or comfort of a community involving activities of real properties.
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Local authorities of municipalities define and abate such nuisances through ordinances that

regulate or prohibit particular conditions or situations regarding uses of real property (Wyckoff,

2017). A familiar example, Wyckoff (2017) is high grass or weeds ordinance which imposes

regulations on the maintenance of residential, and commercial lots. The grass ordinance is the

first stage in the abatement of neighborhood blight nuisances, as most often this stage is the

beginning of housing deterioration which leads to neighborhood decline. The key strategic

challenges facing my department are the neighborhood decline in certain areas, therefore a

strategic look into neighborhood deterioration utilizing a SWOT analysis is initiated.

Neighborhood SWOT analysis:


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Thoughts

An organization’s culture is made up of intertwining goals, visions & values, attitudes,

processes, and communications practices and more (Hughes, Beatty, & Dinwoodie, 2014). These

elements fit together as a mutually respective and interlocking system, moreover the two steps

which promote team collaboration and SLT’s in my organization are authentic communication

and commitment (Poister, & Streib, 2005).

Understanding how municipal governments function and interact with each other is essential

to understanding in order for efforts towards reforms of any type can be made which will make a

difference. Leadership, Hughes, Beatty, & Dinwoodie, (2014) requires being persistent, listening

and proper communication to work through the more complex and difficult issues. Strategic

leaders have the ability to inspire and bring about collaborative action across diverse stakeholder

groups to achieve like goals (Hughes, Beatty, & Dinwoodie, 2014).

A SWOT analysis is a key tool utilized to determine where an organization is at. The

strengths being what serves the organization well; The weaknesses which limit the organization;

The opportunities which are those elements which can be utilized to maximize potentials to

further goals. Finally, the threats which are all factors that are a serious threat to the organization

and its goals (Hughes, Beatty, & Dinwoodie, 2014).

Watervliet Township SWOT Analysis

Strengths Weaknesses Opportunities Threats

Paw Paw Lake, Limited Job Create diverse parks City planning &
Parks & Recreation Opportunities system collaboration
Great Schools Lack of downtown Increase commercial Housing market
development development
Airport Lack of industry Increase industrial Neighborhood
development decline
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Hospital Lack of Parks Preserve rural & City business district


development agricultural setting

Utilizing the SWOT to assess Watervliet Township’s strategic approach through critical

examination of each element and definitions, determination of what direction to take can be

factored. From this point, a vision can be crafted as well as the conception of the means to that

end. In some instances, a collaborative effort with the city of Watervliet is necessary when

considering the entire community as a whole. Therefore, a re-framing can occur as adjustments

and changes to certain areas of reference can be met as the new challenges, opportunities and

vision are incorporated (Streib,1992). Historically the City of Watervliet has encountered many

problems which are rooted in lack of effective communication, as well as being reactive instead

of proactive to situations. The importance of good communication skills within an organization

cannot be over emphasized. Skills in listening, as well as skills in communicating information or

ideas is the key to and effective and productive organization. Furthermore, leadership must be

able to convey, clearly and without questions; expectations, ideas, problems and solutions. In

contrast, leaders must be able to receive, process and weigh - precisely - data that others are

trying to supply, so that ingenious ideas can be implemented, solutions can be attained and

information can be circulated (Poister, & Streib, 2005).

In order to take the first steps with the City of Watervliet, Township leaders formulate a

strategic plan to initiate communication in their efforts to team and collaborate. At this phase of

communication township leadership must be on top of their effective communication game,

because strategic leadership requires making common sense of intricacies. Once leaders arrive at

this point they have a strategy that makes the organization’s vision reasonable and

understandable to others (Hughes, Beatty, & Dinwoodie, 2014). One of the questions raised to
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the planning commission members was: does everyone (the community) have all of the required

information in order to understand the complexity of the decision? The response was more than

likely not. Now, these steps can be followed to resolve the lapse in understanding and making

common sense of intricacies:

1. Investigate the inferences of substitute strategic approaches.

2. Collaborating to arrive at a common understanding of the vision

3. Open convoluted issues up for debate.

4. Treat strategic approaches as opportunities to be explored, rather than positions to be

defended.

The opening up of issues for debate, gives the township planning officials the opportunity to

magnify the smaller components of the issue in order to look more closely at the strategy system,

and the organizational interactions instead of looking at the components as a whole and then

breaking them down; systems thinking builds rather than breaks down (Hughes, Beatty, &

Dinwoodie, 2014).

Conclusion
Utilizing strategic thinking and SWOT analysis to intentionally assess and understand the

problem helps to create solutions. Essentially, this is the organizational understanding of the

environmental factors and as such building an intertwined relationship which effects the whole

of the stakeholders. What one does effects the other. There must also be a sense of accountability

of leaders to prompt being proactive for change versus reactive to problems. Reiterating, be

proactive instead of reactive. Create initiative, formulate goals and most importantly follow

through with plans of action for the success of the organizational vision and goals.
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References

Hughes, R.L., Beatty, K.C., & Dinwoodie, D.L. (2014). Becoming a strategic leader: Your role

in your organization’s enduring success. Second edition. San Francisco, CA: Jossey-Bass.

STATE OF MICHIGAN, MSHDA. (2015). Michigan Blight Guidebook. Retrieved February 2,

2018, from http://miblightguidebook.org/wp-content/uploads/2015/06/Printable-Blight-

Guidebook.pdf

Neville, L. (2016). Taking the long view: Crises demand attention, but so do long-term

trends. Global Finance, 30(4), 8-11. Retrieved from https://search-proquest-

com.ezproxy.sienaheights.edu/docview/1784574146?accountid=28644

Poister, T., & Streib, G. (2005). Elements of Strategic Planning and Management in Municipal

Government: Status after Two Decades. Public Administration Review, 65(1), 45-56.

Retrieved from http://www.jstor.org/stable/3542580

Streib, G. (1992). Applying Strategic Decision Making in Local Government. Public

Productivity & Management Review, 15(3), 341-354. doi:10.2307/3380615

Wyckoff, M.A. (2017, November). The Blight Cycle. Planning & Zoning News, 36, No.1, 5-7.

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