BUSN 470 Regent University Wk 2 Good to Great Level 5 Leadership Discussion Compose a post that integrates a complete Bible scripture verse and transcends

BUSN 470 Regent University Wk 2 Good to Great Level 5 Leadership Discussion Compose a post that integrates a complete Bible scripture verse and transcends all aspects of the following question(s) comprehensively and collectively as a single post.

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Dialogue – Chapter 2 of Good to Great: Level 5 Leadership

In this chapter, Collins begins the process of identifying and further developing from the research those unique factors and variables that differentiated the good and great companies. One of the most significant differences, he asserts, is the quality and nature of leadership in the firm. Collins initially told the research team to downplay the role of top executives in the good-to-great process. It became obvious that there was something different that these leaders did. Collins went on to identify “Level 5 leadership” as a common characteristic of the great companies assessed in the study. By further studying the behaviors and attitudes of so-called Level 5 leaders, Collins found that many of those classified in this group displayed an unusual mix of intense determination and profound humility. Characteristics used to describe these leaders included words like quiet, humble, modest, gracious, and understated. Yet there was also the stoic resolve and an unwavering determination evident. They were low-key executives, rarely appearing in the media, who demonstrated a relentless drive for results. These leaders often had a long-term personal sense of investment in the company and its success, often cultivated through a career-spanning climb up the company’s ranks. The personal ego and individual financial gain were not as important as the long-term benefit of the team and the company. As such, Collins warned of the liability involved in employing a bigger-than-life charismatic leader —personalities often brought in from outside the company or organization by a board seeking a high profile figure. The data suggested that a celebrity CEO brought in to turn around a flailing firm was usually not conducive to fostering the transition from Good to Great (Collins, 2001).

Why is this important?

Collins was asked and did not want to use “servant leader” for the Level 5 leader (Lichtenwalner, 2012). The team chose the term, “Level 5 Leadership” over Servant Leadership, in part, for fear readers would misinterpret the concept as “servitude” or “weakness.” In his mind, this position looked like something else. And so a new leadership phrase was born. What is interesting is that many but not all of the leaders profiled had a faith background. Lichtenwalner, (2012) in his research suggests that Servant Leadership is a key aspect of Level 5 Leadership. But perhaps it is not the technique but the heart and faith of the leader that had such a significant impact. How do the faith and the heart of the leader differentiate the follower of Christ from other leaders in the marketplace? Are those who serve as Christ only classified as servant leaders?

Some contemporary descriptions of the leadership style of Jesus have included the following:

•Jesus the Selfless Leader (Kimball, 1977)

•Jesus, CEO (Jones, 1995)

•Jesus the Strategic Leader (Martin, 2000).

•Jesus: Shepherd Model of Leadership (Starling, 2009; Foster, 2010)

But perhaps we need to find new terms for classifying a Christ-following leader and not be locked into the expected vernacular. Take some time to examine this topic. Respond to these thoughts by posting a detailed initial thread on this topic in the Blackboard Discussion Board. Some researchers and authors have suggested that the purest form of leadership demonstrated by Jesus was that of Servant Leadership (Blanchard and Hodges, 2003; Harris, 2010; Grahn, 2011, among many others).

Providing a short introduction stating your position and argument
Supporting your argument (intext citing shows this)
When all is done, give a brief conclusion
a reference at the end
Strategic Management: Theory and Practice, 5th Edition, (Solon, OH: Academic Media Solutions, 2017) John A. Parnell (Online eTextbook Access Card: ISBN 978-1-942-04128-3)
Good to Great: Why Some Companies Make the Leap–and Others Don’t, 1st Edition, (New York, NY: Harper Business, 2001) James Collins (ISBN-13: 978-0066620992)

Read: Chapter 3 Parnell

Chapter 2 Collins

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With advances in technology and changing social patterns, the newspaper industry has declined during the past two decades.

Mindtools.com explains PEST analysis and provide some interesting examples.

https://www.youtube.com/watch?v=eGLFVjs1Zak Strategic Management:
Theory and Practice
Chapter 3
The External Environment:
Political-Legal and
Economic Forces
Strategic Management, 5e. © 2017 Academic Media
Chapter 3: Key Issues

Overview of the Macroenvironment
Political-Legal Forces
Global Regulations & Protectionism
Economic Forces
© dizain/Shutterstock

Strategic Management, 5e. © 2017 Academic Media
3-1 Analysis of the Macroenvironment

Macroenvironmental forces affect industries and
individual firms within industries. The focus at this
stage of analysis is on the industry, not the firm.
Certain forces may be more prominent in some
industries than in others.
Strategic Management, 5e. © 2017 Academic Media
Macroenvironmental Forces

Political-Legal forces
Economic forces
Social forces
Technological forces
Collectively, these forces are sometimes referred to
by the acronym PEST.
Political-legal and economic forces are addressed
in this chapter. Social and technological forces are
addressed in the next chapter.
© dizain/Shutterstock

Strategic Management, 5e. © 2017 Academic Media

© corgarashu/Shutterstock
Political-Legal Forces
Outcomes of elections
Judicial court decisions
Governmental agency
Strategic Management, 5e. © 2017 Academic Media
Examples of Recent U.S. Legislation
(see table 3-1)

Pension Security Act (2002)—Gives workers more freedom
to diversify their investments and greater access to quality
investment advice concerning their 401(k) plans.
CAN SPAM Act (2003)—Prescribes rules and penalties for email “spammers,” although enforcement is difficult.
Dodd-Frank Wall Street Reform and Consumer Protection
Act (2010)—Increases regulations of U.S. financial markets
and credit rating agencies.
Net Neutrality Act (2015)—Internet service providers must
enable access to all content and applications regardless of
the source, without favoring or blocking particular products
or websites.
Strategic Management, 5e. © 2017 Academic Media

Regulation can be costly to firms, but are not always
opposed. Sometimes large firms even lobby for
regulations that create entry barriers.
Example: President Obama increased average gas
mileage (CAFÉ) standards to 55 miles per gallon by
2025. Some analysts estimate that production costs
will rise by as much as $3000 per vehicle to meet the
Strategic Management, 5e. © 2017 Academic Media
© Lisa S./Shutterstock
Government Regulations

Increases regulations on
health care providers and
insurance companies in the
U.S. in an effort to lower costs
and expand coverage
The short- and long-term
effects are still widely
Strategic Management, 5e. © 2017 Academic Media
© Christian Delbert/Shutterstock
Patient Protection and
Affordable Care Act (2010)
Political-Legal Forces

Example #1: Food consumption. The production, processing
and consumption of food has been heavily regulated in the
U.S. for years. Recent areas of interest include sugar and fat
content, and GMOs. Large firms like McDonald’s are always
under attack.
Example #2: Automobiles. The auto industry has been
heavily regulated world-wide. In the U.S., manufacturers are
required to meet safety standards and gas mileage
requirements. The 2009 CARS program (“Cash for Clunkers”)
subsidized the purchase of a new car for Americans who
traded in their old ones.
Strategic Management, 5e. © 2017 Academic Media
Global Trends
Globally, regulation and protectionism rose
after World War II, gradually shifting toward
free trade in the late 1980s through the
© Faraways/Shutterstock

Strategic Management, 5e. © 2017 Academic Media
U.S. Trends
In the U.S., the trend shifted back toward
greater regulation in the late 2000s, sparked
by the financial crisis and the election of
President Obama.
© Kevin Grant/Shutterstock

Strategic Management, 5e. © 2017 Academic Media
Economic Forces

Gross Domestic Product (GDP) & Recessions
Inflation Rates
Interest Rates
Exchange Rates
© komkrit Preechachanwate/Shutterstock

Strategic Management, 5e. © 2017 Academic Media
Key Economic Considerations

When the dollar declines in value, U.S. exports
become less expensive but U.S. imports become more
expensive, at least in the short run.
A good economy is not good for all industries. Pawn
shops and discount stores often thrive during
© mikeledray/Shutterstock

Strategic Management, 5e. © 2017 Academic Media

Ecological influences are part of
the economic environment because
they can alter cost structures in entire industries.
Ecological forces are often intertwined with politicallegal forces because governments frequently attempt
to manage economic development or address
ecological concerns with regulations.
Strategic Management, 5e. © 2017 Academic Media
© imantsu/Shutterstock
Ecological Influences
Anthropogenic Climate Change – Pro

The notion that human activity (e.g., heavy
manufacturing) has a substantial effect on global
weather patterns
Proponents contend that carbon dioxide produced by
human activity is the culprit. Because firms emit a
significant amount of carbon dioxide into the
atmosphere, they must voluntarily reduce their
“carbon footprint” by modifying their production
processes or governments should require them to do
so (involuntarily).
Strategic Management, 5e. © 2017 Academic Media
Anthropogenic Climate Change – Con

Critics question the causal link between carbon
dioxide in the atmosphere and global temperatures.
They note that the earth has been warming and
cooling for millennia, and scientific predictions in the
past (e.g., “global cooling” in the 1970s) have been
Regardless of one’s position on this issue, consumers
expect firms to take reasonable action to protect the
Strategic Management, 5e. © 2017 Academic Media
Case Analysis Steps 5-6:
Political/Legal & Economic Forces

Identify the specific political-legal (step 5) and
economic/ecological (step 6) forces that affect the
Specify precisely how the factors identified affect
the industry.
Focus on the industry, not the firm. Specific
applications to the firm come later.
Strategic Management, 5e. © 2017 Academic Media

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