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DECLARATIONI, the undersigned, hereby declare that this research thesis is my own
original work and that all sources have been accurately reported and
acknowledged, and that this document has not been previously, in its
entirety or in part, submitted at any university in order to obtain
academic qualifications.
____________
DICKSON PHIRI
DATE......................
I
ABSTRACT.This paper draws its strength on the importance of strategic
leadership to manage change, especially one that is not envisioned.
The question here that this paper would like to address is “how can
new corporate leaders achieve success when there is an abrupt
change in top leadership?” Such change caused by death,
resignations or instant dismissals due to gross misconduct, can the
incoming management succeed? In most situations the new
leadership will not come from internal human resources but from
outside. This is true in developing countries where the company is
foreign owned. “How then would the new management start
running the affairs of the company in a country they have little or
no knowledge about?”
The foregone questions describe the true situation that took place
at Trentyre Zambia Ltd, specifically looking at the Copperbelt
operations where the Top Management resigned; the Managing
Director, the Company Secretary and Northern Zambia Director.
This left the company in the hands of the middle management and
some junior staff whose knowledge about running a company was
limited. The company was forced to recall one of their Directors
who were based in Malawi who had a lot of knowledge about the
Zambian market to assist. Even he, however, had questionable
management skills to run such a big corporate entity as his
II
background is that of a salesman with little or no leadership
qualities. It meant, then that the new management had to depend
on the help of this middle management to make decisions. Were
such decisions the best for the company? If not, what was the best
solution to such a dilemma?
Due to the above short-comings and having full knowledge that
Zambia is a strategic market for mining tyres, which contribute the
highest Gross Profit, the company’s Head Office in South Africa
appointed new management to run the South-Central African
Cluster which included Zambia, Malawi, Zimbabwe and Democratic
Republic of Congo. The question was, “how was the new
management which had never stayed in Zambia, who had no idea in
the structure of the mining industry in Zambia and had little or no
knowledge about the general market conditions in this Cluster
going to manage the affairs of Trendier successfully? Do they have
the correct leadership qualities to repel the negative rumours
going round that Trendier Zambia was closing down? How about
the big customers who had contracts with Trendier, whose royalty
was going down due to the negative publicity peddled by the
immediate past management, has the new management in the
Trentyre North (Copperbelt) got the qualities to provide strategic
leadership to avoid an impending loss of business?
III
DEDICATION.
First and foremost, I dedicate thesis to God Almighty, for the strength
and spiritual support during the time I was organizing this work. I also
dedicate this work to my wife Valentina and my children, Dickson Junior,
Bright, Mercy, Tamanda and Mapalo. Thank you all for your love and
patience with me.
IV
ACKNOWLEDGEMENTS
I would like to express my profound gratitude to my thesis advisor,
Professor Kachepa, for being such an excellent mentor, a flexible advisor,
and a supportive teacher. I would also like to thank young Mathias
Ndhlovu for his time and valuable input in the development of this work.
I would like to extend my gratitude to my first born son Dickson Phiri
Junior for his relenting help in typing this thesis. Without him, I would
have found it difficult to complete it.
Finally, I would like to express my appreciation to all my friends who
assisted me with all sorts of reading materials such as books, journals
and some magazines. Guys, you are wonderful. Thanks also to my family;
especially my parents, the late Mr. Kawala Mendulo Phiri and Mrs
Nyanyiwe Banda Phiri, who are my source of inspiration and example
and also my wife Valentina and all my for their understanding during the
V
time I was always busy writing this thesis. To you all, may God The
Almighty bless you.
LIST OF APPENDICES PAGE
Appendix A. Employee Questionnaire102
Appendix B. Customer Questionnaire105
Appendix C. Management Questionnaire 111
VI
LIST OF TABLES
Table Page
Table 1. How long have you worked for Trentyre?48
Table 2. Have you worked anywhere else apart from Trentyre?49
Table 3. With your current experience with Trentyre what do you like about them?50
Table 4. In the same vein as above, what don’t you like about Trentyre?51
Table 5. How is Trentyre fairing amongst all tyre dealers? 53Table 6. If it is doing well what do you attribute this success to? 55
VII
Table 7. If Trentyre is not doing well what would you say are the causes?56
Table 8. Have you witnessed any loss of a good customer if the answer is
57
yes what could have caused that loss?
Table 9. What do you think has made some big customers to buy from
Trentyre after change of management? 58
Table 10. If you have a relationship with Trentyre, what would you say you
like about them? 70
Table 11. How do you rate Trentyre services amongst the tyre suppliers?71
Table 12. According to you, (those without a relationship with Trentyre)
would you deal with them if they were to fulfil the condition y0u
have stated above?72
Table 13. There are so many tyre brands in the market today, which is your
preferred brand or brands 73
Table 14. Is or are the brands you have picked the one you buy? 75
Table 15. If not what would be your reasons? 76
Table 16. If yes what features are prominent that makes you like this brand? 77
Table 17. Have you ever used Goodyear tyre before? 78
Table 18. If yes, how do you rate its performance? 79
Table 19. If you have never used Goodyear tyres, what could be your reasons? 82
Table 20. Do you know the concept of cost per kilometre? 83
Table 21. If you do know it have you ever practiced it? 84
Table 22. If you have practiced it before, have you ever tried to rate
VIII
different tyre brands based on cpk? 85
Table 23. Based on such a rating which tyre brand gave you the lowest
cost per kilometer? 86
Table 24. Fleet inspection or tyre survey is a service offered by most
renowned tyre suppliers, has any tyre supplier ever offered this
service to you? 86
Table 25. If yes was it of any help to your firm?
87
Table 26. Please tell s amongst the following was a result of fleet inspection. 81
Table 27. If you have never been offered this service before, would you be
interested in it? 82
IX
TABLE OF CONTENTSDECLARATION................................................................................................................................ I
ABSTRACT........................................................................................................................................ II
DEDICATION.................................................................................................................................. IV
ACKNOWLEDGEMENTS.............................................................................................................V
LIST OF APPENDICES................................................................................................................VI
LIST OF TABLES..........................................................................................................................VII
1. INTRODUCTION.....................................................................................................................1
1.1 BACKGROUND....................................................................................................................2
1.2 STATEMENT OF THE PROBLEM................................................................................4
2. STATEMENTS OF THE HYPOTHESIS...........................................................................5
3. THE GENERAL OBJECTIVE OF THE STUDY..............................................................5
3.1 SUB-OBJECTIVES...............................................................................................................5
4. SCOPE OF THE STUDY.......................................................................................................6
5. THE SIGNIFICANCE OF THE STUDY...........................................................................6
6. LIMITATIONS OF THE STUDY.........................................................................................7
7. RESEARCH DESIGN AND METHODOLOGY...............................................................7
7.1. SECONDARY RESEARCH..............................................................................................8
7.2 THE STUDY POPULATION AND SAMPLE................................................................9
7.3 DATA COLLECTION METHOD....................................................................................10
7.4 DATA ANALYSIS...............................................................................................................11
8. LITERATURE REVIEW.......................................................................................................11
8.1 INTERNAL SOURCES OF LITERATURE REVIEW...................................................12
8.1.1 MANAGEMENT AND INNOVATION.........................................................................12
8.1.1.1 Management...............................................................................................................12
8.1.1.1.2 Build Talents and Teens......................................................................................12
8.1.1.1.3 Have the ability to solve problems..................................................................13
8.1.1.1.4 Effective Communicators...................................................................................14
8.1.1.1.5 Make courageous decisions...............................................................................14
8.1.1.1.6 Deliver results.........................................................................................................14
8.1.1.2 Innovation....................................................................................................................14
9.1.1 SERVICE..............................................................................................................................15
X
9.1.1.1 On-site tyre management.......................................................................................16
9.1.1.1.2 Hours Break Down Service................................................................................18
9.1.1.1.3 Retreading...............................................................................................................19
9.1.1.1.4 New Organisational Structure.........................................................................19
10.1.1 VISIBILITY........................................................................................................................20
10.1.1.1 The Goodyear Blimp..............................................................................................20
10.1.1.2 Signage.......................................................................................................................21
10.1.1.3 Road-Side Bill Boards............................................................................................21
10.1.1.4 Brochures, Flyers, Pens, T-Shirts, Calendars and Caps...........................21
10.1.2 SOCIAL RESPONSIBILITY......................................................................................22
10.1.2.1 Women with Drive..................................................................................................22
10.1.2.2 Nelson Mandela Business Coalition................................................................22
10.1.2.3 Free Pressure and Tread Depth Checks........................................................22
11.1 EXTERNAL SOURCES OF LITERATURE REVIEW................................................23
11.1.1 STRATEGIC LEADERSHIP......................................................................................23
11.1.1.1 Introduction..............................................................................................................24
11.1.1.2 Definitions of Terms...............................................................................................24
11.1.2 Environmental variables..............................................................................................32
11.1.2.1 Communication........................................................................................................33
11.1.2.2 Management and Leadership.............................................................................34
11.1.2.3 Military and Leadership.......................................................................................36
11.1.2.4 Religion and Leadership......................................................................................38
11.1.2.5 Politics and Leadership....................................................................................41
11.1.2.6 Leadership and Motivation.................................................................................43
11.1.3 Summary............................................................................................................................45
12. FINDINGS AND ANALYSIS..........................................................................................47
12.1 EMPLOYEES QUESTIONNAIRE..................................................................................47
12.1.1 Introduction................................................................................................................47
12.1.2 The Employees Responses......................................................................................48
13. DISCUSSION OF EMPLOYEES RESPONSES.......................................................59
13.1.1 Introduction..................................................................................................................59
13.2.1 What is Strategic in Employees Responses?........................................................60
13.2.1. Lack of Respect.............................................................................................................61
13.2.2 Use of Abusive Language........................................................................................61
XI
13.2.3 Low Salaries.................................................................................................................62
13.2.4 Poor working conditions..........................................................................................63
13.2.5 Others.............................................................................................................................65
13.3.1 Employees Relationship With Management.........................................................66
13.3.2 Company Performance.............................................................................................66
13.3.3 Poor Communication.................................................................................................67
13.3.3.1 Lack of Teamwork Spirit......................................................................................68
13.3.3.2 Summary................................................................................................................69
14.1 CUSTOMERS’ QUESTIONNAIRE................................................................................69
14.1.3 DISCUSSION ON CUSTOMERS QUESTIONNAIRE.........................................91
14.1.3.1 Introduction..............................................................................................................91
14.1.3.2 Trentyre Relationship with Customers...........................................................92
14.1.3.3 Customer Service....................................................................................................93
15. ZAMBIA NORTH TOP MANAGEMENT’S RESPONSES.....................................96
16. CONCLUSION...................................................................................................................98
17. RECOMMENDATIONS.................................................................................................100
REFERENCES.............................................................................................................................102
APPENDIX A. EMPLOYEES QUESTIONNAIRE...........................................................106
APPENDIX B. CUSTOMERS’ QUESTIONNAIRE............................................................109
APPENDIX C. TOP MANAGEMENT QUESTIONNAIRE..............................................115
XII
1. INTRODUCTIONWhen there is change of management in any organization, the
expectation of all the stakeholders are always high for the new
management to achieve massive success in a short period. Knowing quite
well that the chief Executive Officers (CEOs) of organizations are not
perfect individuals and they operate in an imperfect world, the
stakeholders still behave like a child who believes that his father is the
most powerful man in the world. The market place which is the
measuring tape for these CEOs is mostly measured in terms of profits
one make and in a short period for that matter. It is even worse where
there is an abrupt change of management due to deaths or resignations
and that the old management was doing very well, the expectation is that
the new management must perform much better than the old one
regardless of how the old management conducted their business. Any
negative variations in performance will be met with stiff penalties such as
demotions, being forced to resign or outright dismissals.
What then can the new management do to achieve congruence in such a
scenario? I say use “strategic leadership” to achieve it. In my own
understanding, a strategic leader is the one who when appointed to a
new position, will first of all learn all the complexities of the organization
within a reasonably short period, identify individuals within the
organization to help him point out the success areas and the problem
areas of the company and finally find ways of improving and solutions to
the problems so identified. The new leader must learn all about the
1
company’s customers, know his/her employees and all the other issues
which will affect the company’s business, including the external
environment. Apart from this a strategic leader must also learn about the
country’s economy and its political leadership. These issues will be vital
to the success of the company. Strategic leadership, therefore, is the
leader’s ability to learn all the above and be able to interpret the
company’s vision in line with what he has learnt to other
employees and empower them to create strategic change as
necessary. Strategic leadership provides the vision, the direction, the
purpose for growth and the context for the success of the company,
(www.1000ventures.com/business). It also initiates “outside the box”
thinking to generate future growth.
Did the new management at Trentyre really minded all the above during
the transition process? Did they mind the relationship which was there
before between management and the customers? How about the
employees, were they treated the same way the old management did?
This research is critically looking at these cases in the changeover of
management at Trentyre. The answers to the above questions should be
in the responses from the questionnaires that were distributed to the
new management, to customers and to employees on the Copperbelt
Province.
1.1 BACKGROUNDTrentyre Zambia came into being in 1996 owned by Tredcor Zambia.
Tredcor Ltd is a subsidiary company of Goodyear Tire and Rubber
2
Company. Its main business is to sell new tyres and tyre accessories
(tubes, valves, valve caps, etc). Trentyre also has a manufacturing plant
based in Lusaka which does retreading of tyres. This is where the old
tyre which is not damaged but it is finished, can be taken to our plant to
put a new tread on top (re – tread). By doing this, the life of the original
tyre is increased to the benefit of the owner.
On the Copperbelt, this company started as a small outlet whose office
was at Blackhood Hodge along Kitwe-Chingola Road. At that time, its
main competitor was Dunlop Zambia Ltd. When Dunlop closed its offices
and operations in June 2001, most of Dunlop’s business went to Trentyre.
This made Trentyre to grow fast and became almost like a monopoly. Its
main competitor after Dunlop, Maxiprest, lost its only contract with
Mopani Copper Mines. This contract was eventually won by Trentyre.
This meant that the whole mining industry was buying most of their tyres
from Trentyre. The contributing factor was mostly the premium Goodyear
tyre brand that the company sells and which is liked by the majority
customers. Management also contributed to this success by providing
Mopani, Chibuluma and Konkola Copper Mines an almost free service to
maintain the tyres at their sites.
All business was rosy until about June/July 2011. This is the time when
the Managing Director of Trentyre Zambia resigned to form his own tyre
company. Following his resignation, the whole Top management resigned
and followed him. Some of the Branch Managers and a lot of Trentyre
junior staff resigned from Trentyre and joined the new company. All the
3
employees felt insecure such that when the new management was
appointed, it was not wholly accepted by most of the employees. There
followed strikes which turned out to be dangerous and put the name of
the company into disrepute. Moreover, the strike action by workers,
especially from the mine sites, was handled very unprofessionally by
senior managers. The new management decided that the contract for
service should be discontinued as it was just a headache to the company
and yet it was not making any profits. They did this knowing very well
that supply of new tyres was dependent on the service contract. Despite
the advice which was given that the termination of the service contract,
would affect the contract for the supply of new tyres, management went
ahead to terminate that contract, to Mopani and Chibuluma Mines. This
finally took place in April and May, 2012. Management extended the
contract to Konkola Copper Mines to June 2012.
It did not take long before Mopani and Chibuluma reacted to this
termination of the service contract. By the end of June 2012, both mines
terminated the contracts for the supply of new tyres. This made
management to think twice on the service contract at KCM. They allowed
it to continue for fear of also losing the supply of new tyres. By the time
of this research, this service contract at KCM was still in place. Up to
date, Trentyre has lost Chibuluma Mines, Mopani mines and some of the
contractors and suppliers to these mines who have gone to the
opposition. Was there any strategic leadership in their actions?
4
1.2 STATEMENT OF THE PROBLEMThe problem that this study will address is whether the new Trentyre
management provided strategic leadership during the process of
transition from the old management to the new one. This problem came
about because of the manner in which the entire old management
resigned from the company to form a new one. The question here was
whether the new management had the capacity to handle the complex
situation that was left by the former directors. This investigation is
important because without the presence of strategic leadership during
any change of management will cause losses to the company such as:
1.1. Customers – the customers relationship with the old
management will determine their allegiance; whether to change
to the new management or continue with the old one. Should the
new management fail to handle issues correctly, then they will
lose some of the customers who will go with the old
management.
1.2. Employees – as it were with the customers, the wrong handling
of the employees’ welfare can backfire on the new management.
There might be a lot of resignations which may cost the
company dearly due to new recruitments and unsatisfied
customers. During the training period customers may be forced
to receive shoddy jobs from the trainees and eventually decide
to go to the opposition.
Looking at the above issues, it is incumbent upon the new management
to know how to treat the situation in order to succeed. These two (2)
5
cases are the main problems that this study will address. I have the belief
that this research will bring out pertinent issues which will require
further investigation.
2. STATEMENTS OF THE HYPOTHESISThis research is based on four (4) hypotheses. These are:
2.1. The achievement of personal goals is a catalyst for a successful
strategic leadership.
2.2. Without education, strategic leadership cannot excel.
2.3. Teamwork and strategic leadership are greatly related.
2.4. Lack of communication is the reason for the failed strategic
leadership work.
3. THE GENERAL OBJECTIVE OF THE STUDY The general objective of this study is to “look at what strategic
leadership is and assess if the new management at Trentyre
followed its principles to avert a catastrophe posed by the loss of
the entire old top management”. The problem is whether the new
management at Trentyre has provided good leadership to sustain the
market share that they found and grow it. This problem will be analysed
from the perspective of the employees and the customers in the towns of
study.
3.1 SUB-OBJECTIVESThe sub-objectives of the study are:
(1). New Management’s competence in providing strategic leadership in
the wake of the abrupt change caused by the resignation of the top
management.
(2). Employee/new management relationship in decision making.
6
(3). Customer relationship with new management
4. SCOPE OF THE STUDYThis study is delimited to Trentyre Zambia Ltd, a subsidiary of the
Goodyear on the Copperbelt. In particular the study will look at the
impact of the new management on sustaining its customer base and
improve on it around the Copperbelt Province. To be specific the study
will cover 4 strategic towns namely Ndola, Kitwe, Mufulira and Chingola.
It is believed that the result from these towns will be representative
enough of the whole Copperbelt province.
5. THE SIGNIFICANCE OF THE STUDY.May I mention it never in the history of Goodyear/ Trentyre Zambia has a
research such as this one been. Therefore, being the first of its kind,
there are so many challenges that I have; the biggest of which is the non-
availability of published data on Trentyre Zambia and it’s management.
This study will bring about the feeling of the market Customers) and the
employees on the change of management at Trentyre. In other words,
management will be assessed by its own employees and the customers.
This will help management to know whether it is moving in the right
direction or else it has to change its course. The assessment that will
come from the customers can also help Trentyre management to re-
strategise if it is not doing well or maintain and or improve the same
strategies if they are working well.
To the general readership, this study can help in understanding some of
the reasons why companies maintain or lose customers when there is an
7
abrupt change of management as what happened at Trentyre Zambia in
the year 2011. It is also meant to show the general business community
how the employee/management as well as management/customer
relationships have helped or destroyed Trentyre’s tyre market. This study
can impart good knowledge in the management of change the Trentyre
way.
6. LIMITATIONS OF THE STUDYBeing the first of its kind, the significant limiting factor of this research
was documented sources of data for literature review. There were very
few written sources of literature on Trentyre. Even some of the
information to do with its history could hardly be found. The other
limiting factors were:
a. Time – due to the fact that i am an employee and I have to satisfy
my company, the only time I had was after hours and weekends to
compile my report. This made it very difficult for to do it in time.
b. Financial Factor – this research was not sponsored. This meant that
I had to use my limited finances to organise data. As a result of
this, I found it difficult to collect all the data that that was going to
form part of this research with my limited time.
7. RESEARCH DESIGN AND METHODOLOGYThe methodology of the study specifies how the study will be carried out
to research the stated objective of determining whether strategic
leadership principles are being practiced in Trentyre or not. Parahoo
(2006), states that the methodology selected for research should be the
8
one most suited so as to achieve an answer to the proposed research
question. For the purpose of the proposed research question of this
researcher, descriptive qualitative research design has been chosen.
Qualitative research is a systematic, subjective approach to describe life
experiences and give the meaning (Burns and Grove, 2009). This is the
research which allows the researchers to explore behaviors, feelings and
experiences in depth, quality and complexity of situations through a
holistic framework (Holloway and Wheeler, 2002). The following section
provides a brief description of the research methodology that will be
used in this research. In contrast, quantitative research is formal
systematic approach which incorporates numerical data to obtain
information about anything (Burns and Grove, 2009), which is not
suitable for this study. Being a novice researcher, I have chosen the
simple descriptive qualitative study.
The following section will in brief describe how the data will be collected
in both the secondary and primary research.
7.1. SECONDARY RESEARCHSaunders, Lewis & Thornhill, (1997:38-42) recommended that during the
secondary research process, the foundation of the study should be built
on a critical literature review. Perry (1998) recommends that most PhD
studies should follow a deductive approach. In this approach the
literature is used to help the researcher identify theories and ideas to be
tested through the use of data. In this way a theoretical framework can
be developed. An extensive literature review has been conducted in
strategic leadership where previous research published in books,
9
journals, articles and relevant sources on the internet, other working
papers, government documents and web pages have been analyzed. This
information has been collected both from the Trentyre internal
documents and from other authors who have written a lot on Strategic
Leadership.
7.1. PRIMARY EMPIRICAL RESEARCH
Empirical research, also known as primary research, refers to sources of
information that have originated directly as a result of a particular
problem under investigation (Mc Danliel & Gates, 2001:25). As proposed
by a number of authors (Tull & Hawkins, 1993:51-197; Saunders, Lewis
& Thornhill, 1997; Hair, Bush & Ortinau, 2000) the methodology section
of the primary research section should address the following decision
stages:
1. Specifying the type of study, defining the target population and
sample size.
2. Describing the data collection method, determining the research
instruments to be used and specifying how the collected data will
be analyzed
My research will use the email survey as a method of data collection.
This survey design allows for the collection of a large amount of data
from a sizeable sample in a highly economical way, but a common
problem of email surveys is the low response rate (Tull & Hawkins,
1993:188). Since the possible low response rate is one of the main
10
concerns of the researcher, a combination of email surveys and door-to-
door delivery of questionnaires will be used to improve the response rate.
7.2 THE STUDY POPULATION AND SAMPLEThe sample selected for this study consisted of the top 8 transporters in
the towns under study out of 30 identified, 8 managers from mining
companies mainly Mopani and KCM out of a total of 20, 13 Trentyre
employees in Kitwe and Ndola out of 17 and all the 1 Area Sales Manager
of Trentyre Zambia. In short the total population this researcher
considered was 30 transporters, 20 managers for Konkola Copper Mines
and Mopani Copper Mines, 17 employees and 1 director of Trentyre
Zambia totaling 68. My sample was 30. All these were selected basing on
the researcher’s judgment and experience with them. They have been
treated as key informants (Seidler, 1974). Their responsibilities in their
organizations give them a unique and comprehensive view of strategic
leadership activities. Zahra (1991:206) states that CEOs and directors
responsible for strategy formulation and implementation, are familiar
with the organization’s environment, strategy and structure and are able
to see their organization “holistically”. As the top ranking individual
responsible for strategic direction in an organization, they are often
called upon to evaluate major new ventures, to approve financial support
for projects and are involved in evaluating ongoing activities.
11
7.3 DATA COLLECTION METHODThe data for the empirical study was collected by emailing questionnaires
to some companies while others were delivered by hand, especially to
those where this researcher do not have close contact. The advantage of
sending questionnaires by email is that a lot of respondents can be
reached at a very low cost and in a short period. It is, however, a very
unreliable method especially if the researcher is not known by the
respondents. The response rate is also very low with this method of data
collection. The other problem is that, for busy executives, they can easily
ignore the email because there are so many important things they need
to do for their companies than answering a questionnaire.
On the other hand, the hand delivered questionnaire ensures confidence
that it has been received by the respondent. The respondent feels duty
bound because he would like to get rid of the researcher. As a result, the
response rate is moderately high with this method. The biggest enemy of
this method, however, is cost. It is very expensive to collect data if
delivery has to be done door-to-door.
The combination of the two brought about a reasonable response rate to
warrant a good conclusion of the research.
7.4 DATA ANALYSIS The data collected from the three categories of the questionnaires was
analyzed according to each question from the questionnaire using a
simple descriptive qualitative technique which will, thereafter, be
12
presented in tables and charts using software called Statistical Package
for Social Sciences (SPSS version 16.0).
8. LITERATURE REVIEW.Very little literature has been found about Trentyre and its management
in relation to strategic leadership. With the limited literature, the review
is divided into 2 main parts namely,
A. Internal
B. External
Under internal literature review, the following areas have been looked at:
I. Management and Innovation
ii. Service
iii. Visibility
iv. Social responsibility
From the external literature review, the following areas have been
covered:
i. Strategic Leadership
ii. Management vs. Leadership
iii. Strategic leadership in Different Fields
iv. Leadership and Motivation
13
8.1 INTERNAL SOURCES OF LITERATURE REVIEWThis is the literature gathered from the company’s publications and
also those posted by the company on the internet. The main
concentration is on literature that touches on the main concern of
the research; “Strategic Leadership”.
8.1.1 MANAGEMENT AND INNOVATION.
8.1.1.1 ManagementTrentyre is a trading company for Goodyear. Goodyear
manufactures tyres and distributes them to many Trentyre
branches to be sold. It is Goodyear’s policy to ensure that the right
people are appointed in the right positions to lead the company to
high heights. In March 2007, Goodyear appointed Mr Mike King to
be in charge of Trentyre operation throughout the world. According
to Goodyear’s website www.goodyear.com/mission/leadership-
traits.html, Goodyear will be driven by leaders who:
8.1.1.1.2 Build Talents and Teens.Goodyear encourages its employees to get the necessary skills
so as to stand a chance to take up senior positions in the
company and country where they operate. In South Africa,
Goodyear contributes to the engineering pool with a valuable
stream of qualifying apprentices.
The Wingfoot Clan (2012), in its issue 1 of this magazine the
recent appointed Instrumentation Technician, Mr Everton
Fisher, made his mentors proud with his extra efforts. Fisher did
14
not only pass his trade test certificate after 3 years instead of
the usual 4 years, but he also achieved the highest mark in the
country.
The issue of building talents is paramount in Goodyear in order
to foster innovation and good leadership. According to
Goodyear’s “On Track” (2012) magazine on page 16, within the
Goodyear’s group of companies, a pipeline of development
ensures that high performing individuals are withered to the full
potential, enriched by courses like the 2012 tailor-made
innovation leadership programme held at the Golden Institute of
Business Science (GIBS) at the University of Pretoria. This
programme was titled “Innovation Leadership” because it was
about building talents in three specific areas as it was a
reported in this magazine and thus;
(a)Leading yourself – how you lead your life for your benefit and
the benefit of those around you. This will include how you
present yourself to others.
(b)Leading others – how do you lead others will emanate from
how you managed to lead yourself. If a person has failed to
manage his own way of living, he cannot manage to lead
others. A person’s personal success will have a lot of bearing
in the way he or she will lead others.
(c) Leading change – Only visionary leaders will manage to lead
change. People who have no vision will not manage to lead
change because they will after all act like a blind person who
15
cannot see where he or she is going and, therefore, cannot
lead others. It is through such programmes that Goodyear
nurtures good leaders in the company.
8.1.1.1.3 Have the ability to solve problemsLeaders are there to help provide solution to a number of
problems faced by the company. This of course should be
with the assistance of the other members of the company.
Leaders must be articulate, intelligent, caring and
understanding.
8.1.1.1.4 Effective Communicators.In the Goodyear corporate/Goodyear mission publication
(www.goodyear.com/mission/leadership-traits.html), a good
leader is one who unambiguously communicates to his/her
subordinates. Clear communication requires clear
understanding of instruction and policy pronouncement. This
will further have an effect on reduced accidents and costly
mistakes.
8.1.1.1.5 Make courageous decisions.In the Wingfoot Clan (2012), Rolf Rohrmuller, Cluster
Director, Namibia, Botswana and Angola refused to conduct
business in a certain manner in Angola which placed the
security of, both himself and his family, at risk. In most cases
16
risk decision are highly paying and need courageous workers
who do not fear failure to make them
8.1.1.1.6 Deliver results.Lastly Goodyear will be driven by leaders who will deliver
results. A leader in name only without result is not worth it
(www.goodyear.com/misssion/leadership-traits.html).
8.1.1.2 Innovation. In the words of GYR’s chairman R.J.Keegan, Innovation can
be defined as an improvement of a production, process or
service from its current state to a point where it has greater
value to our customers. (Goodyear Corporate Responsibility
report, 2007). Strategic leadership will be a failure if it does
not innovate. GYR and all its associates which include
Trentyre believe that innovation is critical to our business,
our customers and other dealers. In this issue of the
corporate responsibility, GYR believes that products and
services quality will never be accomplished without
innovation and as a matter of fact, GYR regards innovation as
one of the main traits of strategic leadership.
9.1.1 SERVICEStrategic leadership will fail terribly if the services they render to
their clients are not liked or appreciated. Service can mean an
intangible product produced and sold to the customer directly such
as banking, accountancy, legal services, entertainment and
17
education (W.J.Keegan, 2004). It can also mean a job done to a
customer who has bought intangible and/or tangible products such
as carrying a customer’s goodies to his/her car, fitting a customer’s
new tyre at no extra cost, free product use technical advice, free or
at little cost backup on products bought by a customer etc. The
second set of service is meant to add more value to the
product/service bought by the customer. John burnet, 2008 define a
service as “a deed, a performance or an effort”. Burnet goes further
to say that a service is a product that is consumed at the same time
it is produced. For example, a football match a musical
entertainment or a dance festival. Strategic leaders who deal in
tangible products can use good services to win customers to
themselves. Services can also be used as a means to cultivate a
sense of trust in a customer about a given company and its
products. Some companies are identified by the service they
provide. Some of the services that Goodyear/Trentyre provides to
its customers are:
9.1.1.1 On-site tyre management.Goodyear and Trentyre have put service as a means to win and
keep its customers. In its magazine, “On Track, 2012”Glen Duffield,
the Goodyear National Commercial Accounts Manager, wrote that,
“Excellent services will maintain New Business”. This was in
reference to the newly acquired customer, Coca-Cola. Goodyear
through its associate Trentyre entered into an agreement which
18
entailed Trentyre being in charge of the complete tyre management
of all the 26 Coca-Cola depots in South Africa. According to Glen, in
the magazine On Track, pg 7, the agreement with Coca-Cola is that
Trentyre will ensure the smooth running of its fleet and also in
driving down the overall CPK (cost per kilometre). He concluded by
saying “it is an impressive selling tool”. This deal which was
dabbed the Coca-Cola Fortune proved to be a success for Trentyre.
On the same topic, Samantha Steffens, Goodyear’s Country
Procurement Manager, said the Coca-Cola Fortune has come a long
way with Trentyre, having started with a service of just a couple of
depots in 2004. In 2011, they decided to nationalise the contract.
Because of Trentyre’s record of excellent service and willingness to
adapt to the Coca-Cola Fortune way of doing business, the contract
was awarded to Trentyre. This was not just cost benefit to the
company, but also about positive relationships, further said
Samantha (On Track, 2012)
The contract at Coca-Cola Fortune encompasses a fleet of more
than 800 vehicles, which is about 10,000 wheels all serviced by
Trentyre. Trentyre has technicians stationed on site at most of
Coca-Cola depots, (On Track, 2012).
Glen who is the brain child of the Coca-Cola Fortune lastly
commented that, “Excellent service and great communication will
ensure Trentyre longevity in maintaining this blue chip contract
into the future”. (On Track, 2012).
19
In Trentyre as it is in Goodyear, service is regarded as strategic
tool to remain afloat.
In one of the internet based publication, the 3D Car Shows, titled,
Trentyre moves confidently into consumer territory, Trentyre has
introduced what is called an On-Site Tyre Management for
consumers. This is a service where a Trentyre team of experts is
permanently stationed at the dealership such as Hyundai East
Rand. The Trentyre teams at such dealership provide services such
as fitting and balancing tyres as well as wheel alignment of
vehicles. The Business Manager for Trentyre Boksburg commented
that by maintaining a professional service to Hyundai East Rand,
we hopefully will be able to grow our business relationship into the
future.
Trentyre has been offering this on-site tyre management service to
the mines and other clients all-over Africa. Trentyre offer full tyre
management solution including tyre bay management, effective
tyre maintenance in accordance to the customer operational
requirements, pressure check top-ups and timely advice on the way
tyres are performing. (www.trentyre.co.za/mgt tyre-mgt.php.
Trentyre provides skilled technicians to take over the daily
responsibility of tyre maintenance which includes tyre fitting,
operational area inspection, tyre performance monitoring and
timely advice to operators when they have to change their tyres.
Included here are pressure checks, tread depth checks, rim
20
component check, wheel studs and wheel nut checks and check on
oil leaks on the hubs which have effect on the tyre performance.
At the end of the day, detailed reporting is done and presented to
management of the host company for action. Reports such as tyre
surveys (which shows the pattern of pressures in tyres, missing
valve caps, missing valve extension, missing wheel nuts and studs,
leaking oil, signs of mechanical failure on the tyres and general
performance of the tyres) and scrap tyre reports, (which shows
reasons why tyres which are no longer in use were scrapped) are
all presented to the host company for action. The scrapped tyres
can be due to operator abuse, manufacturing faults, mechanical
failure or unavoidable operation faults. These reports provide a
platform to put up proactive measures that will ensure effective use
of the tyres and are presented to the owners of the company so that
they can take corrective measures. On the other hand, when this
service is in place, operators are well aware that they are under
check such that they are always careful in their work. This will
ensure a prolonged tyre life and this has an effect of reducing tyre
costs (Tyre Management System).
9.1.1.1.2 Hours Break Down Service.The other service that is emphasised by Trentyre, especially in
South Africa is the 24 hours break down service and the tyre
repairs. These services can be conducted at any time and at any
place throughout South Africa. This service has further been
extended through the line of rail up to the Democratic Republic of
21
Congo via Zambia. This service entails Trentyre attending to all
tyre problem break downs such as repairing punctured tyre and
replacing burst tyres with new ones.
9.1.1.1.3 Retreading.The retreading of finished tyres to extend their lives is one other
integral element in TMS (Tyre management service). This service
reduces the cost which benefits the owners of such tyres (Press
Room).
9.1.1.1.4 New Organisational Structure.In its magazine the Wingfoot Clan (2012: p. 5). Goodyear has
established a new Organisational structure called the “Product
Business unit”. Effective, February 1, 2012, Goodyear has divided
its business into three categories namely:
(1) Consumer
(2) Commercial
(3) Off-the road (OTR). (Wingfoot Clan, 2012).
(i) Consumer products- these are tyres sold to customers who
own small vehicles which fit tyre sizes 10” to 20” such as
145R10, 155/80R13, up to 275/40R20. These are termed
consumer tyres because most of their users are individuals or
small business units who mostly buy these tyres for their own
personal use.
(ii) Commercial products- In this category are tyres ranging from
8.25-20 way up to 445/65R22.5. These are tyres used mostly
22
by commercial business units such as transporters, freight
forwarders, large wholesaler and large supermarkets. They
are mainly used to transport merchandise from one point to
the other or are hired for such business.
(iii) OTR (Off the road) and specialised products- In this category
we can consider mining tyres- OTR and farm tyres.
The purpose of introducing the new structure according to
Jean- Jacques Wiroth, Managing Director Goodyear Tyre and
rubber holding’s was to create an integrated focused group
organisational structure to consolidate existing resources and
to ensure alignment with Europe, Middle East and Africa
(EMEA) regional structures. This will ensure Goodyear and
its associates such as Trentyre view business in the same
manner according to product business units (PBUs) (The
Wingfoot Clan page 5). Mr Wiroth said “We are confident that
our new PBU structure will achieve our business goals and
will directly contribute to building our plans for the future
growth”.
The other notable strategic leadership role played by
management at Goodyear/Trentyre is that of dividing
Trentyre into clusters. One cluster consists of Zambia, Congo
DR, Malawi and Zimbabwe while the other one is that of
Botswana, Namibia and Angola. The cluster means the
grouping of such countries according to their proximity.
23
10.1.1 VISIBILITY Trentyre/Goodyear considers visibility as one of the major
strategic leadership actions. The following are sure ways of
making it a point that Trentyre/Goodyear is noticed by people
everywhere:
10.1.1.1 The Goodyear BlimpThe Goodyear blimp as can be seen below is an airship
operated by Goodyear Tire and Rubber Company for
advertising purposes. Goodyear began this airship in 1911
and produced its own blimp, which was called “The Pilgrim”
in 1925. The blimp is fitted with the LED technology which
allows the airship to display bright, multi-coloured, animated
words and images to attract the attention of the onlookers.
SPIRIT OF
INNOVATION
Figure 1: The Goodyear Blimp
24
10.1.1.2 SignageAt every Trentyre/Goodyear sales point, there are always
signages mainly of Trentyre and Goodyear names which are
always in blue, yellow and white colours. Any passersby can
easily notice the presence of the company in that area.
10.1.1.3 Road-Side Bill BoardsTrentyre/Goodyear has identified certain strategic positions
in different areas in which they operate where they have put-
up billboards to signify their presence. In Kitwe, the
billboards are at Wusakile Township roundabout. Wherever
they have not yet fixed the billboard, the company use what
we call, “A-Flames”, as it is at the entrance to our Ndola
Branch.
10.1.1.4 Brochures, Flyers, Pens, T-Shirts, Calendars and CapsEvery year Goodyear/Trentyre produces tens of thousands of
these items for advertising purposes. They are distributed to
the various branches and other associates for onward
distribution to clients at no cost at all. These items can be
found in offices, houses and in vehicles to always remind the
customers of the Trentyre/Goodyear in their presence.
10.1.2 SOCIAL RESPONSIBILITYSocial responsibility is helping the communities in which the
company operates. It is a strategic leadership effort which
ensures that the community in which the company’s employees
live is a better place. In its Corporate Responsibility Report,
(2007, pg 20-23), Goodyear outlines major primary community
activities focused on safety innovation, translating a variety of
initiatives to help keep citizens safe and secure. This strategic
25
charitable effort takes different forms in different countries
where Goodyear operates and some of them are as follows:
10.1.2.1 Women with Drive
In the Asian Pacific Region, Goodyear held autocare events
throughout 2007. Here women were targeted and taught car
care and service techniques to keep them safe on the road.
The women learnt how a vehicle operates, ways to keep it
dependable, how to check tyres and oil.
10.1.2.2 Nelson Mandela Business Coalition.
Goodyear continues to provide assistance and support to
citizens suffering from the effects of HIV/AIDS disease
(Goodyear Corporate Responsibility Report, 2007, pg. 21).
Goodyear helps both with financial and material support to
improve the quality of lives in Africa.
10.1.2.3 Free Pressure and Tread Depth Checks.
In Zambia, Trentyre/Goodyear encourages motorists to have
their pressures checked by the qualified tyre fitters at all its
branches. Motorists are assisted to check the life of their
tyres to ensure their safety on the road.
11.1 EXTERNAL SOURCES OF LITERATURE REVIEW
According to the researcher’s understanding, this is the literature
collected from books, journals, any published articles, newspapers,
26
government gazettes, and on internet on the topic of the
researcher’s interest. This information has got nothing to do with,
in this case, Trentyre/Goodyear as a company under research. It is
simply the general overview as propounded by scholars on
strategic leadership.
11.1.1 STRATEGIC LEADERSHIP
“Some must follow, and some command, though all are made
of clay”. Longfellow
The above quote is a somewhat realistic perception of life in today’s
world of business, the political arena, and even in religion.
Associate Editor Kevin Miller of Leaders (Myra, 1981), contends
that: Leadership is a puzzling, paradoxical art. It demands
both broad vision and attention to detail. It simultaneously
calls for uncanny intuition and hard-headed analysis. It
means often standing alone, yet proves itself in its ability to
rally people. Leading isn’t easy”.
However, leadership is not optional; it is essential. It is essential for
motivation and direction. It is also essential for evaluation and
accomplishment. It is the one ingredient essential for the success
of any organization (Swindoll, 1985,). Maxwell (1998) suggests that
“everything rises and falls on leadership and any endeavour
you can undertake that involves other people will live or die
depending on leadership”.
11.1.1.1 Introduction
A search of the literature determined that the subject of strategic
leadership has been studied in business, but not very much is
27
available in research on government, religion, or more importantly
for this work, on Trentyre Zambia. Therefore, there is a lack of
guidance in Trentyre literature for strategic leadership.
While other literature on strategic leadership for other businesses
has been found, Trentyre Zambia has lagged behind in literature
guidance. There is a clear need for more study on strategic
leadership at Trentyre if there is to be any meaningful or desired
change, both in people attitude and management leadership
qualities.
This literature review is designed to provide a context, looking first
at definitions of terms used in this study, followed by a section on
strategic leadership. The literature review on strategic leadership
section will be followed by a breakdown of tactical and strategic
leadership aspects from different professions. The organization of
this literature review material is designed to give a full and rich
context to the considerations of strategic leadership, and what
experience has taught leaders in the movement from tactical to
strategic leadership that can be applied to government, businesses,
religion and law enforcement leadership.
11.1.1.2 Definitions of Terms
10.1.1.1.1.Tactical
Webster’s defines tactical as characterized by skilful tactics or
adroit manoeuvring or procedure of or pertaining to a manoeuvre
or plan of action designed as an expedient toward gaining a desired
end or temporary advantage (Webster Dictionary, 1989, p. 1447).
10.1.1.1.2. Tactical Leadership
Tactical Leadership is the leadership that facilitates an immediate
response to a pressing problem (Justice Africa, 2004). Tactical
28
Leadership is a leadership style used when the objective is very
clear, a plan for achieving the objective has been developed, and
the members of the collective effort are being led in the execution
of the plan (The Dorothy A. Johnson Centre for Philanthropy & Non-
profit Leadership Strategic, 2004).
10.1.1.1.3.Tactical Values
Tactical values are the day-to-day ways we conduct ourselves to
achieve the end goals. Tactical values define the "means" to get to
the desired "ends." There are always more tactical values than
strategic values for there are more ways to get somewhere than
places to go. Tactical and Strategic components exist in
organizations whether they are effective or ineffective. Whether
they are industry leaders or on the brink of bankruptcy, they have
strategic values that chart their course and tactical values that
guide their policies and procedures. Tactical Values are the values
that actually guide our decision-making, priorities, and policies in
the workplace (Decision Point, Inc, 2004).
10.1.1.1.4.Strategic
Strategy is the gentle art of re-perceiving; move away from what is
known by clearing the mind, clearing the place, and clearing the
beliefs (John Kao, Professor, Stanford Business School, 2006).
Strategy is the art of making use of time and space. I am less chary
of the latter than the former; space we can recover; time never
(Napoleon Bonaparte, 2005). Strategy is about stretching limited
resources to fit ambitious aspirations (C.K. Prahalad, Professor,
University of Michigan, Business School, 2006).
10.1.1.1.5.Strategic Values.
29
A strategic value is an event or idea that will produce a
comparative advantage to the business. Strategic values chart the
course of the business. Many companies develop business
strategies for the sake of doing so without the intention of using a
framework to design and implement strategy. Such strategies
become a bunch of statements that sit on corporate mugs and
logos. Strategic value is more than a just strategy. It involves the
assessment of ideas in terms of their strategic value to the business
and the implementation of the chosen ideas.
What business strategy is all about, in a word, is competitive
advantage. The sole purpose of strategic planning is to enable a
company to gain, as efficiently as possible, a sustainable edge over
its competitors. Corporate strategy thus implies an attempt to alter
a company's strength relative to that of its competitors in the most
efficient way.
Strategic thinking must integrate what executives learn from all
sources; from their own and other’s experience, from analysis of
financial data, and from trends in the larger environment—into a
coherent sense of direction for the business. Strategic planning is
not strategic thinking.
One is analysis and the other is synthesis; strategic thinking
assures resiliency and informs coherent decision-making in a
rapidly changing environment. (Bennett & Brown, 1995, p. 170)
Strategic leadership is multifunctional; it involves managing
through others, and helps organizations cope with change that
seems to be increasing exponentially in today’s globalized
environment (Huey, 1994, as cited in Amin, 1998,). It requires the
ability to accommodate and integrate both external and internal
conditions, and to manage and engage in complex information
processing. Firms use the strategic management process
successfully through effective strategic leadership (Hitt & Keats,
30
1992, as cited in Amin, 1998,). Strategy is the framework of choices
that determine the nature and direction of an organization.
(Freedman & Tregoe, 2003, p. 15)
Strategy is concerned with what an organization aims to be, and
why. (Freedman & Tregoe, 2003, p. 17)
Tactical is what to think about and how to do it (skills), strategic is
what needs to be done and how to think about it (assessment,
decisions, priorities, alignment, critical reflection). Tactical is
looking at a piece of the puzzle, strategic is looking at all the pieces
of the puzzle.
10.1.1.2. Definition of Strategic Leadership
10.1.1.2.1.Introduction
Conventional wisdom presumes that strategic leadership of
organizations is primarily provided by chief executives, presidents
or general managers (Kotter, 1982). This in essence in not the case
as the impact of individuals on organizational performance has
been known to be ambiguous or inconsequential (Salansik &
Pfeffer, 1977). An individual is unlikely to succeed to run the
company without involving others. The truth of the matter is a
leader lead through others. Failure is paramount to a leader who is
self; who wants everything to himself. Strategic Leadership refers
to the creation of an all inclusive sense of purpose and direction
which guide integrated strategy formulation and implementation in
organizations (Hosmer, 1982). No one person can carry out this
task on his/her own. Summer (1980), says strategic leadership is a
multifaceted concept which includes functions such as integration
of societal ethics with organizational ethics, the alignment of
philosophies regarding the roles of a leader, society and the
organization and the alignment of the organization with respect to
influence and power in society.
31
10.1.1.2.2. What Strategic Leadership Is
Different scholars and other academicians have defined strategic
leadership in many ways. Rowe (2001) defines strategic leadership
as “the ability to influence others to voluntarily make day-to-day
decisions that enhance the long term viability of the organisation
while at the same time maintaining its short-term financial
stability”. Another scholar, Davies defines it as “having the
organizational ability with strategic orientation to translate
strategy into action, align people and organizations, determine
effective strategic intervention points and develop strategic
competences (Davies, 2004)”. Davies highlights the concept of
“adaptive capacity”, a strategy that enables leaders to change and
learn through asserting that mastering chaos, complexity and
change requires new ways of seeing and thinking (Sanders, 1998).
The strategic leader’s eyes are strategically future oriented. A
strategic leader has influence over the organization by aligning its
systems, culture and organizational structure to ensure consistence
with strategy (Beatty and Quinn, 2010). Strategic Leadership is
about setting and not just reacting to agendas, it’s about
identifying problems and initiating change that makes for
substantial improvement rather than managing change (Pearce,
2008). One of the influential and interesting definitions of strategic
leadership is that provided by Barron, (1995). He defines it as
“practicing existing abilities and skills and influencing others to
train in new formats for new leadership models”. Specifically to
obtain successful educational management within the organization,
leaders should think strategically about where changes are needed
and why. Barron (1995) further advises that new leaders should be
in possession of three fundamental skills, which are:
a. Problem solving
b. Decision Making Ability
32
c. Creative/critical thinking.
A very common definition of strategic leadership is the one
provided by Harvard Business Review, 81(8), 38-45, which says,
“Strategic Leadership is the ability to anticipate, envision,
maintain flexibility and empower others to create strategic change
as necessary”, (Insearch of Global Leaders, 2003). Strategic
Leadership involves managing through others, managing an entire
enterprise rather than a functional sub-unit and coping with
change that continues to increase in the current competitive
landscape. Because of the complexity of the competition and
technological advancements, strategic leaders must learn to
effectively influence human behaviour in uncertain environments.
The management of human capital may be the most critical of the
strategic leader’s skills (M.A. Hitt and R.D. Ireland, 2002).
10.1.1.2.3.A Strategic Leader
As the definition of strategic leadership says, the manager’s job is
to apply a combination of decisions regarding the whole concept of
his/her business. It involves making strategic choices amongst so
many so that the scarce resources are well utilised to satisfy the
market’s wants over a long time. According to Bryson, (1995, pg
32), a strategy can be defined as a pattern of purposes, policies,
programmes, actions, decisions or resource allocations that define
what an organization is, what it does and why it does it. For a
strategic leader, therefore, it is imperative that he/she knows the
company’s policies, programmes and purposes for him/her to be
able to achieve its goals. Such an alert leader will also be able to
help other employees to understand the company’s reason for
being and how to achieve its goals. Competent strategic leaders
also establish the context through which stakeholders, such as
33
customers, employees, and suppliers can perform at peak efficiency
(J.E. Post, L.E. Preston and S. Sachs, 2002). In the absence of such
leadership, that is when a company is left with a void leadership,
for reasons best known to the owners, the ripple effects are widely
felt both within and outside the company. Within the company,
there is likely to be a crisis of morale, a crisis of confidence and of
course a crisis of productivity amongst employees. Moreover,
stockholders may panic and may sell their shares because they are
not sure anymore about the safety and future of their investment.
Outside the company, suppliers of raw materials, semi-finished and
finished products may refuse to render credit facility to such a
company for fear of losing their money (D.C. Carey & D. Ogden,
2000).
The epitome of strategic leadership is the ability to manage the
firm’s operations effectively and sustain high performance over
time (M. Maccoby, 2001).
However, a strategic leader, while perhaps taking more time,
would address the opportunity for organizational improvement and
learning in a systems/contingency mode. Again, while Vecchio’s
(1995) more tactical view that “Leadership is the process through
which leaders influence the attitudes, behaviours, and values of
others, Byrd’s (1987), states that, “Strategic leadership is the
leader's ability to anticipate, envision, maintain flexibility, and
empower others to create strategic change as necessary”. An
explanation of strategic change is when the leader can change the
strategy being used by the organization; “modifying its behaviour
to reflect new knowledge and insights” (Wheelen & Hunger, 2002,
p. 8). Hitt and Keats (1992) say that “It requires the ability to
accommodate and integrate both external and internal conditions,
and to manage and engage in complex information processing.
Firms use the strategic management process successfully through
effective strategic leadership”.
34
To continue with the above example, the fundamental
solution/strategic leadership context would use an open (external,
environment) system answer, realizing that any loss of middle
career or end-of-career personnel will cause a domino effect. More
qualified people will need to be tested, backgrounds investigated,
hired, trained, and promoted. Therefore, a strategic leader would
do risk assessments, succession planning, consider demographic
changes, and engage in other contingency planning, while
understanding that doing something to any part of the system will
affect other parts of the system. In this manner, unintended
consequences can be minimized while addressing the source of the
problem; a strategic plan for hiring, training, and retiring. While
the principal and ultimate responsibility for law enforcement
strategic leadership lies with the chief of police, managers within
the organization should strive toward strategic leadership in order
to both make the organization successful and to prepare
themselves to move from being predominantly a tactical leader
toward being more of a strategic leader.
John Kotter (1990) and others think that organizations are under-
led and over-managed and retired Rear Admiral Grace Hopper,
USN, (1986), in his retirement speech said, “You manage things,
you lead people”. While most would agree with these ideas,
strategic leadership emphasizes both leading and managing.
However, because of the realities, conditions, and complexities of
today’s world, strategic leadership is a paradigm shift for many
leaders. It is both difficult to implement and somewhat complicated
to learn, especially for those who are hands-on, do-it-yourself
leaders.
These types of leaders typically stay so busy leading tactically, that
they do not have time to develop themselves or subordinates
through education, delegation, and mentoring, nor do they have
time for critical reflection, action learning, or critical self-reflection,
35
(Mezirow, 1990, p. 30). Persistent self and subordinate
development is key to strategic leading and is accomplished
through frequent reflection and continuous lifelong learning. A
related issue that precludes continuous learning is the political
environment that demands the chief be available at the beck and
call of the mayor or city manager. This atmosphere does not
encourage, and sometimes actually penalizes the leader for these
educational experiences because of the distance and travel costs to
seminars and training. Most leaders, tactical or strategic, learn
something every time they resolve a problem. A lessons’ learned
aspect should be a part of every situation. However, it is more
important for a lessons learned assessment to occur in the greater
context of strategic leading rather than a situational, tactical
(symptomatic) learning. For example, if a law enforcement leader
finds someone in the executive branch of a local, state, or federal
government difficult to deal with (policy, budget, personnel
incident, etc.), and the learning is that the leader decides not to
deal with that person again, it could be a good tactical response,
but not necessarily a good strategic response. Because most of our
developing leaders have not been taught or mentored in strategic
leadership, tactical leaders many times find themselves in a vicious
self-defeating circle when they are placed in the chief of police
position. In Management of Organizational Behaviour, Hersey and
Blanchard (1993) give a definition of strategic leadership when
they write through a strategic model, “organizational performance
is the product of many factors, including organizational structure,
knowledge, non-human resources, strategic positioning, and human
process”. A strategy is a broad integrated plan of action to
accomplish organizational goals. Because a strategy is an
integrated plan, all of the factors or variables are interrelated.
Integration is not only essential to meeting current business and
social needs, but, it is essential to the change process necessary to
meet future business and social needs of the organization (Hersey
36
and Blanchard, 1993, p. 403). In their book, The Art and Discipline
of Strategic Leadership, Freedman and Tregoe (2003) say that:
“Strategic leadership requires a combination of art and discipline”.
What is meant by art? It means thinking that is creative, out of the
box, and blue sky. Examples include the creation of alternative
strategic visions for top team assessment, new product
development, the crafting of what-if scenarios, the identification of
decision-making criteria, and the design of a new culture that is
strategically aligned. Creativity is also required in other activities
such as communicating the strategy and supporting ownership of
and commitment to it. Discipline is essential, both in the thought
process involved in strategy and in its execution; the strategic
leader needs to craft and implement a plan, the leader needs to
ensure consistency of decision making throughout the organization
when so many options are available and the strategic leader must
be sure to regularly monitor, review, and update strategy
(Freedman and Tregoe, 2003, p. 3)
11.1.2 Environmental variables. These are expectations of governmental and regulatory bodies, the local
and global communities where the organization operates, economic and
technological trends, threats and opportunities, and trends in society at
large. In attempting to identify what components or competencies are
involved in strategic leadership, Freedman and Tregoe (2003) write
about characteristics and traits of successful strategic leaders. They say
strategic leaders have “Good judgment, passion and courage. They
collaborate with others very well. Above all, they have got good strategic
thinking ability. Apart from the above, strategic leaders must show
creativity, expressiveness, tolerance for ambiguity and a sense of
stewardship for the future”. In describing the leaders of today, Freedman
and Tregoe refer to Keith Alm of Hallmark International who says that
“those who are not strategic leaders had no generation of new ideas, no
37
forethought regarding dynamics in their own markets, and relationship to
the consumer”. Strategic leadership requires strategic leaders to initiate
processes that ensure their organization scans the environment to
maintain an awareness of societal, international, technological,
demographic, and economic developments. The primary role in this
environmental scanning process for the strategic leader is to interpret
the scanned data to determine the organization’s response. For example,
if the Marketing Manager learns from the Marketing Executive in charge
of Market Intelligence that competitors have slashed the prices of a given
product in the market, the Marketing Manager needs to interpret this
data and then explain to relevant stakeholders what this observation
means to the company. He then needs to solicit for ideas from his senior
managers and other stakeholders for the type of action to take in order to
decide a course for the organization, and influence external decision
makers to collaborate on solutions. In short, strategic leaders are always
wary of the happenings in the areas of politics, economy, social/culture
and technology. These areas offer both opportunities and threats to
businesses.
11.1.2.1 Communication
Freedman and Tregoe (2003) propose that communication is a
strategic unifier in the achievement of all the company’s goals.
They further write that the ultimate goal of communication must
lead to behaviour change. This is no one time event. At every
opportunity, communication about the specific changes individuals
and teams are asked to accept, help them make the leap to action.
Strategic leaders must strive to always inform others the processes
of setting goals, developing job descriptions and performance
expectations, evaluating priorities, managing projects, acquiring
new skills, implementing systems and processes, and modelling
new values and beliefs. These events signal that the times they are
changing, and are a call to climb on board. Freedman and Tragoe
38
(2003), further writes that no communication is successful unless it
answers the question “What does this mean for me?” This is the
core message for every stakeholder. When you’re asking
individuals and groups to change their behaviour and align their
efforts with the strategic vision, they’d better understand what you
want them to do and why. (Freedman and Tregoe, 2003, p. 171).
Covey (1991) writes that a strategic leader can provide direction
and vision, motivate and build a complementary team based on
mutual respect if he is more effectiveness-minded than efficiency-
minded, more concerned with direction and results than with
methods, systems, and procedures.
The strategic leadership literature ideas and concepts are built
upon the voluminous work done previously on leadership from
different perspectives. It is instructive and helpful to see the
evolution of leadership theory as each theorist’s work builds and
expands on predecessors’ studies. Following are samples from
academic, military, religion, government, business, and even law
enforcement, that informed not only the above strategic leadership
literature, but build the foundation for this study of Trentyre
strategic leadership.
11.1.2.2 Management and Leadership
Some writers take an academic approach, and in order to break
down the aspects into segments that can be analyzed and
explained, they separate duties and/or actions into the categories
of leaders compared to managers. Often the definitions for
managers, while not named as such, are closely aligned with
tactical leading while definitions of leaders are similar to strategic
leading. The following list is one illustration.
39
Conger and Kanungo’s Differences between Managership and
Leadership
A Manager Work
1. Engages in day-to-day activities: Maintains and allocates
resources.
2. Exhibits supervisory behaviour: Acts to make others maintain
standard job behaviour.
3. Administers subsystems within organizations.
4. Asks how and when to engage in standard practice.
5. Acts within established organizational culture.
6. Uses transactional influence: Induces compliance in manifest
behaviour using rewards, sanctions, and formal authority.
7. Relies on control strategies to get things done by subordinates.
8. Supports the status quo and stabilizes the organization.
A Leader’s Work
1. Formulates long-term objectives for reforming the system: Plans
strategy and tactics
2. Exhibits leading behaviour: Acts to bring about change in others
congruent with long-term objectives.
3. Innovates for the entire organization
4. Asks when and why to change standard practice
5. Creates vision and meaning for the organization and strives to
transform culture.
6. Uses transformational influence: Induces change in values,
attitudes and behaviour using personal examples and expertise.
7. Uses empowering strategies to make followers internalize
values.
8. Challenges the status quo and creates change.
40
____________________________________________________
Note. From Charismatic Leadership in Organizations, by Conger, J.
A., & Kanungo, R. N. (1998), Thousand Oaks, CA: Sage Publication.
Copyright 1998 by Sage Publications, Inc.
Other writers like Stephen R. Covey, in Principle-Centred
Leadership (1991) writes about management versus leadership,
and says whereas leadership is similar to strategic leading,
management is akin to tactical leading. He suggests that leadership
deals with direction; with making sure that the ladder is leaning
against the right wall. Management deals with speed. To double
one’s speed in the wrong direction, however, is the very definition
of foolishness. Leadership deals with vision that is with keeping the
missions in sight and with effectiveness and results. Management
deals with establishing structure and systems to get those results.
It focuses on efficiency, cost benefit analyses, logistics, methods,
procedures, and policies. Leadership focuses on the top line.
Management focuses on the bottom line. Leadership derives its
power from values and correct principles. Management organizes
resources to serve selected objectives to produce the bottom line.
(Covey, 1991, p. 246)
In the sixth edition of Management of Organizational Behaviour,
Hersey and Blanchard (1993) write that: Management and
leadership are often thought of as one and the same thing. We feel,
however, that there is an important distinction between the two
concepts; leadership is a broader concept than management.
Management is leadership in which the achievement of
organizational goals is paramount. Leadership occurs any time one
attempts to influence the behaviour of an individual or group,
regardless of the reason. (Blanchard, 1993). In leadership, there
are three general competencies and these are:
41
(a) Diagnosing—being able to understand the situation you are
trying to influence.
(b) Adapting—being able to adapt your behaviour and the other
resources you have available to meet the contingencies of the
situation.
(c) Communicating—being able to communicate in a way that
people easily understand and accept
11.1.2.3 Military and Leadership
Similarly, since strategic leadership literature and practice are
built upon work done previously, it is instructive to review the
literature from the military point of view, especially since they are
possibly the first to make the distinction between tactical and
strategic leadership. The former U.S. Army General who became
the 34th President of the United States, Dwight David Eisenhower
(1890 – 1969), is credited with saying that leaders should “not lead
by hitting people over the head; that is assault, not leadership.”
Generals, the Chief Executive Officers of the military, need to
manage assets, not only from an organizational or fiscal standpoint,
but they need to have a strategy for what it takes to wage war. A
large part of waging war is leading people. From one military
perspective, one of the first paragraphs in the United States Marine
Corps’ (USMC, 1986) leadership manual, entitled, Leadership
Readings and Discussions, posits: An individual’s responsibility
for leadership is not dependent upon authority. Marines are
expected to exert proper influence upon their comrades by
setting examples of obedience, courage, zeal, sobriety,
neatness, and attention to duty. A later paragraph reads;
“Effective personal relations in an organization can be satisfactory
only when there is complete understanding and respect between
individuals. Commanders must strive for forceful and competent
42
leadership throughout the entire organization. They should inform
the troops of plans of action and reasons therefore, whenever it is
possible and practicable to do so. Commanders will endeavour to
remove on all occasions those causes which make for
misunderstanding or dissatisfaction. They must assure that all
members of the command are acquainted with procedures for
registering complaints, together with the action taken thereon.
Commanders must build a feeling of confidence which will ensure
the free approach by subordinates for advice and assistance not
only in military matters, but for personal problems as well” USMC,
1986). The manual refers to a change in relations between officers
and enlisted personnel after the World War. The text calls it a
comradeship and brotherhood. It goes further and says the
relationship between officers and enlisted men should in no sense
be that of superior and inferior, or that of master and servant, but
rather that of teacher and scholar. In fact, it should partake of the
nature of the relation between father and son, to the extent that
officers, especially commanding officers, are responsible for the
physical, mental, and moral welfare, as well as the discipline and
military training of the young people under their command who are
serving the nation in the Marine Corps. (USMC, 1986, p. 1-A-3). In
the same manual, (US Marine Corps Manual, 1986), General John
A. LeJeune, a famous USMC General, is quoted as saying, “Military
leadership is the sum of those qualities on intellect, human
understanding and moral character that enable a person to inspire
and to control a group of people successfully”. The manual defines
command as, “The authority a person in the military lawfully
exercises over subordinates by virtue of his rank and assignment or
position”. It defines management as, “The process of planning,
organizing, coordinating, directing, and controlling resources such
as people, material, time and money to accomplish the
organization’s mission” (USMC, 1986, p. 1-B-1). Finally, it defines
43
leadership as, “the process of influencing [people] in such a
manner as to accomplish the mission” (USMC, 1986, p. 1-B-1).
The manual addresses the concept of values that control the way a
commander’s Marines receive, comprehend, and obey orders they
are given. The values identified are personal values, for example,
honesty, responsibility, loyalty, moral courage, and friendliness;
social values, including, “social responsibility, loving, interpersonal
relationships, social consciousness, equality, justice, liberty,
freedom, and pride in our country” (USMC, 1986, p. 2-A-2);
economic values, such as “equal employment, stable economy,
balancing of supply and demand of productive goods, money,
private property, pride of ownership, and taxes”; political values,
including “loyalty to country, concern for national welfare,
democracy, and the ‘American Way,’ public service, voting,
elections, and civic responsibility; and religious values, such as
“reverence for life, human dignity, and freedom to worship”
(USMC, 1986, p. 2-B-3). Obviously, these are more strategic than
tactical considerations.
11.1.2.4 Religion and Leadership
From the realm of a Biblical perspective, according to Swindoll
(1985), there are several positive characteristics of good
leadership. First, sensitivity to the needs of the people you are
leading is required. Words seldom associated with competent
leaders who accomplish great things are gentleness and
tenderness. However, those leaders who exhibit these
characteristics show their people that they care about them
personally and are attuned to the things important to the
individuals. He quotes the following reference from the Bible, “But
we proved to be gentle among you, as a nursing mother tenderly
cares for her own children” (1 Thessalonians 2:7). All of the
scripture that is quoted above and in the following paragraphs is
44
taken from the New American Standard Bible (1978) version of
Paul’s letters to the Church at Thessalonica. Secondly, the leader
must have affection for the people being led. To those who are
disciplined and determined, speaking of love and warmth might
also be a surprise. This characteristic denotes a fond affection and
should be considered invaluable in an atmosphere of hostile
competition and emotional trauma. This attribute fosters open
communication, including downward communication, lateral
communication, and upward communication. Again he draws a
reference from the Bible, “Having thus a fond affection for you, we
were well-pleased to impart to you not only the gospel of God, but
also our own lives, because you had become very dear to us” (1
Thessalonians 2:8). Both of the first two aspects are related and
also directly relate to the third. Authenticity of life is the third
characteristic of good leadership and it is closely tied to the first
two aspects because leaders who have sensitivity to needs and
affection for people must somehow demonstrate those traits. Not
only do these kinds of leaders issue directives, they open up
themselves with truth through the authentic reality of their own
lives. These leaders practice what they preach, without pompous
air, not distant, demanding despots who are aloof, living in a world
of secrecy. This aspect of being approachable and accessible
engenders personal and organizational trust. Again Swindoll (1985)
quotes from the Bible, “Nor did we eat anyone’s bread without
paying for it, but with labour and hardship we kept working night
and day so that we might not be a burden to any of you; not
because we do not have the right to this, but in order to offer
ourselves as a model for you, that you might follow our example” (1
Thessalonians 2:9-10).
Finally, a good leader needs to be enthusiastic in affirmation
through exhorting, encouraging, and imploring. Swindoll (1985),
again quotes from the same reference, “You are witnesses, and so
is God, how devoutly and uprightly and blamelessly we behaved
45
toward you believers; just as you know how we were exhorting and
encouraging and imploring each one of you as a father would his
own children, so that you may walk in a manner worthy of the God
who calls you into His own kingdom and glory (1 Thessalonians
2:10-12).” In other words, a leader needs to be a cheerleader. This
can also be compared to a father sitting in the bleachers, yelling
encouragements to his child playing a game until his voice turns
hoarse. It would not occur to the father to say, ‘Take my child out
of the game!’ after a poorly executed play. Rather, he would shout
the more loudly in exhortation.
Likewise, when a subordinate fails, the leader must give him the
opportunity to fail, dust him off and send him back into the game.
This kind of treatment encourages a continual flow of ideas coming
from employees. These four aspects are relationship oriented and
development centred, and are therefore, strategic in nature.
Swindoll (1985) says that just as there are at least four positive
characteristics, conversely, there are four aspects to omit for
effective leadership. First, is deception, and from the Bible, “For
our exhortation does not come from error or impurity or by way of
deceit” (1 Thessalonians 2:3). A leader must not be double-tongued,
employ a hidden agenda, or have improper motives. A few years
ago, Elton Trueblood, as cited in MacDonald (1981) said, It is hard
to think of any job in which the moral element is lacking. The skill
of the dentist is wholly irrelevant if he is unprincipled and
irresponsible. There is little, in that case, to keep him from
extracting teeth unnecessarily, because the patient is usually in a
helpless situation. It is easy to see the harm that can be done by an
unprincipled lawyer. Indeed, such a man is far more dangerous if
he is skilled than if he is not skilled. Swindoll (1985) continues that
there are many leaders with power and brains, with riches and
popularity, but a leader who exhibits the attributes of integrity,
skill, and sincerity are too rare.
46
The next negative characteristic to avoid is flattery. “But just as we
have been approved by God to be entrusted with the gospel, so we
speak, not as pleasing men but God, who examines our hearts. For
we never came with flattering speech, as you know”, (1
Thessalonians 2:4-5a). There is a fine line between a leader who
must please people and a leader who gets along well with people.
However, once the line is crossed, not only do the employees not
respect the leader, the leader loses self-respect because of fence-
sitting and hedging the truth to attempt keeping peace at any cost.
In effect, the leader is relegated to a follower who wants to be
called a leader.
In order to stay away from this ill, leaders must know and respect
who they are before trying to get other people to like them. A
telltale sign of this insecurity is flattery in place of decisiveness.
Swindoll (1985) asks two questions in this regard: “Do you know
yourself? And, do you like yourself?” He submits that if these two
pieces are not in place, you probably cannot build any meaningful
leadership accomplishments in your life. Unless you are at peace
with yourself, you will not be able to conquer the need to flatter.
Another negative aspect is greed, “For we never came with
flattering speech, as you know, nor with a pretext for greed. God is
witness (1 Thessalonians 2:5).” Swindoll (1985) says that when a
leader is a people-pleaser, anyone can see it, it is public
knowledge; but greed can be hidden from people, because no one
knows the leader’s motive. He calls greed a motivational cancer,
because greed does not stop at healthy and necessary competition.
Martin (1974) says Greed has three facets: “love of things, love of
fame and love of pleasure”; and these can be attacked directly with
frugality, anonymity, and moderation. Reduction of greed will be
translated into stepped-up vitality, diminished self-centeredness,
and a clearer awareness of our real identity. For a permanent
47
commitment to working with the tools of the spiritual life provides
a disciplined basis for liberation from greed’s tentacles.
The last negative consideration, according to Swindoll (1985), is
authoritarianism. He renders this example from the Bible, “For we
never came with flattering speech, as you know, nor with a pretext
for greed—God is witness—nor did we seek glory from men, either
from you or others, even though as apostles of Christ we might
have asserted our authority” (1 Thessalonians 2:5-6). Here Swindoll
(1985) writes that Paul, as an Apostle, was the highest titled person
in the Church, but instead of playing the role of the high and
mighty, he restrained himself. Leaders often fall into the habit of
throwing their weight around and taking advantage of their
position. Swindoll likens this kind of a leader to one who plays
games.
11.1.2.5 Politics and Leadership
Certainly, no study of the literature would be complete without
looking at how our elected and appointed leaders in government
view tactical or strategic leadership. Politician John W. Gardner
was appointed Secretary of Health, Education and Welfare (HEW)
by U. S. President Lyndon Johnson’s in 1965. Gardner made a
career in working on Government issues, both in and out of
Government service, first at a post teaching psychology at
Connecticut College for Women. He then began Government
employment in analyzing enemy propaganda broadcast to Latin
America. World War II attracted him to the Marine Corps and the
Office of Strategic Services, the intelligence arm of the American
War effort. After the war he went with the Carnegie Corporation,
then the HEW Cabinet position and, on to the Urban Coalition.
Later he worked on the Commission on White House Fellowship, at
Common Cause, and finally Positive Coaching Alliance. As an
48
author he wrote On Leadership: Can We Be Equal and Excellent
Too? (Gardner, 1990); proposing that the world is in a state of
threat levels. War, terrorism, globalism, AIDS, illicit drugs,
environmental concerns, nuclear incidents and economics all ebb
and flow in spectacular media coverage. The list could be extended
by anyone moderately informed. He says that to discover solutions
to the issues, incidents and crises is difficult, if not impossible. To
muster the required resources, to direct the energy needed, and to
maintain the commitment for the long-term solutions, can only be
done through leadership. Gardner ponders; suppose that we can no
longer summon our forces to such effort. Suppose that we have lost
the capacity to motivate ourselves for arduous exertions on behalf
of the group. A discussion of leadership cannot avoid such
questions. Effective leaders heighten motivation and confidence,
but when these qualities have been greatly diminished, leaders
have a hard time leading. Shared values are the bedrock on which
leaders build the edifice of group achievement. No examination of
leadership would be complete without attention to the decay and
possible regeneration of the value framework. Gardner (1990) says
that leadership is dispersed throughout all segments of society;
government, business, organized labour, the professions, the
minority communities, the universities, social agencies, and so on.
This is a strategic view of leadership that uses a
systems/contingency view in leading. He also writes that today’s
world is characterized by vast and interdependent organized
systems. Gardner (1990) proposes that in developing this kind of
leadership, the first step is not action but rather the first step is
understanding. The first issue of concern is how to think about
leadership. Gardner (1990) apparently does not agree with the trait
theorists, but believes that most of what leaders have that enables
them to lead is learned. He writes of what he calls “leadership in
this country today”. He cautions against confusing leadership with
power. He says a military dictator has power. The thug who sticks a
49
gun in your ribs has power. Leadership is something else. He also
says not to confuse leadership with official authority, which is
simply legitimized power. Meter maids have it; the person who
audits your tax returns has it. Confusion between leadership and
official authority has a deadly effect on large organizations”.
Gardner (1990) says that a leader must exercise political judgment,
achieve workable unity in a pluralistic society, establish trust and
serve as a symbol for what the agency is about. The leader must
enable and empower by, sharing information, sharing power,
building confidence, removing barriers, seeking, finding, and
husbanding resources, resolving conflicts, and providing
organizational arrangements appropriate to group effort.
Gardner (1990) addresses the media aspect as part of the strategic
leadership perspective. That is, the means of communicating are
unimaginably greater than ever before. So despite the wonders of
modern communication, the leader has to compete with other
distractions, both in giving and receiving information. Gardner
(1990) also writes about the importance of networking, (the
process of creating or maintaining a pattern of informal linkages
among individuals or institutions). Likewise, building community
among constituents of all types is not just another of the
innumerable requirements of contemporary leadership. It is one of
the highest and most essential skills a leader can command.
11.1.2.6 Leadership and Motivation
Richard Holden (1994) wrote that the ability to get the organization
from where it is to where it is supposed to be rests with the twin
concepts of leadership and motivation. It might be said that
leadership provides the organization’s focus and objectives, while
motivation provides the organization’s will to succeed. (Holden,
1994, p. 46). He also wrote that the ability to lead is the single
50
most important managerial skill possessed by an administrator, and
that leadership assumes willingness on the part of others to follow.
Holden (1994) further says that the primary skill necessary for
effective management is the ability to interact well with people.
Additionally, a leader needs vision, sales ability, tenacity and be
skilled in building a support network both within the organization
and among various societal and political groups and finally, a
leader need to posses infinite patience. This is a strategic view.
Holden (1994) continues by saying that there is an art of leading
and makes the following assertion; over the past 50 years there has
been a substantial growth in the area of management training.
Business schools continue to prosper; police management training
is a growing phenomenon around the world. Despite this trend it
must be acknowledged that although administrative skills are often
enhanced by these programs, leadership skills appear to remain
relatively constant over time. Holden (1994) touches on a very
pertinent question regarding a key aspect of any kind of leadership,
especially strategic leadership. How does one teach commitment to
ethical behaviour to a person who did not acquire this from parents
and childhood friends? Honesty and integrity are crucial to
effective management, but these traits are also learned early in life.
How then can they be learnt in a school?
Later, Holden (1994) addresses lifelong learning when he writes; a
primary reason that poor managers cannot learn to be good
managers may be their unwillingness to acknowledge that there is
anything about management they need to learn. Holden’s (1994)
writings that come close to describing the difference between
tactical and strategic leadership and the systems/contingency
approach are as follows: the Chief Executive Officer (CEO) is in a
position to view the needs of the overall organization from the
perspective of neutrality. CEOs must have a clear understanding of
the various strengths and weaknesses of an organization’s many
51
parts so that they can understand the capabilities of the
organization as a whole. Additionally, the CEO must know what the
organization is attempting to accomplish.
William (Bill) Bratton (1998) wrote about the strategies and
leadership it took to change the New York Police Department
(NYPD). He wanted to change it from an agency that never focused
on crime where no one is held accountable, that was a fearful,
centralized bureaucracy with little focus on goals into a complete
turnaround. He was Commissioner for a short 27 months, but he
accomplished his goal by reducing serious crime in New York City
by 33%, including the fact that the murder rate was cut in half. He
was successful through his strategic leadership approach. He and
his team created Compstat, which is a combination of computer
statistics on crime and demographic analysis, while holding his
management team accountable. His strategies included:
• Accurate and Timely Intelligence
• Rapid Deployment
• Effective Tactics
• Relentless Follow-up and Assessment.
Bratton (1998) and his leadership team used this approach against
guns, youth violence, drugs, domestic violence, and quality of life
issues. They called it as “a battle plan that would win the war on
crime in New York City”. They needed to not only focus on crime,
they were forced to consider court caseloads, jail population,
budget, politics, time, public support, fear, sufficient personnel,
education, marketing, corruption, brutality, racism, social mores,
cultures, respect, attitudes, and on and on. Even after Bratton left
the organization, the NYPD was successful in strategic leadership
as they continued to reduce crime and improve the living
conditions in New York City.
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11.1.3 Summary There are some observations that can be made about this literature
review. Obviously there are many manifestations of
leadership, some that apply in almost every instance, such as
ethical leadership, and some that only apply in unique situations,
like community policing. A common thread that runs through all of
the different aspects of strategic leadership, in general, is an
identification of the leaders with their followers. It does not rely
solely on position power, rather on personal power. From the
military perspective, it is setting “examples of obedience, courage,
zeal, sobriety, neatness, and attention to duty” (USMC, 1986,).
Understanding, respect, and communication are emphasized by
business, religion, and the military. An idea that was common in the
military and the religious viewpoint was that of a parent and child
relationship. In fact, the religious literature focused almost entirely
on the relationship aspect.
Whether from a business, a military, a governmental, or a religious
viewpoint, it is apparent from the entire foregoing discussion that
strategic leaders must invest themselves not only in the expertise of
their work, but in the people they lead. All of the leadership
viewpoints cited included trust as a major factor. The strategic
leader must develop trust through respect, fairness, support,
predictability, competency, and above all, communication. The
process is not a one-shot deal, but is a continuous and perpetual
undertaking. Strategic leadership is comprised of at least a
combination of tactical competencies, a continuous lifelong
learning, human development, relationships, and trust.
An organization takes in resources from its environment (inputs),
processes these inputs, transforms the inputs into other products or
services, (output), and distributes the outputs to individuals,
groups, or organizations within the community in which the
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organization operates. To ensure all these processes run smoothly,
it requires a sure magician; a strategic leader to command the
process. He must, with the help of his followers strategically plan
and implement those plans. The strategic leader and his/her team
must differentiate long-range and short-term goals of the
organization. They must also be able to strategically assign who
would carry out the implementation of these different types of
plans. Roberg and Kuykendall (1990) write that; Strategic plans are
designed to meet the long-range, overall goals of the organization;
operational plans are designed to meet the specific tasks required
to implement the strategic plans. Strategic plans focus on external
environmental factors that affect how the goals and objectives of
the organization will be defined and achieved. Thus, important
environmental factors that any strategic leader should consider in
developing strategic planning include followers(employees),
government, economy, competition, internal business demands,
crime rate, technology and community attitudes, especially
regarding the provision of social services and how order
maintenance activities are handled (Roberg and Kirchhoff, 1985,
pp. 133-153). Criteria used to measure these factors may include
population trends and geographic dispersion, number of businesses
and geographic dispersion, retail sales trends, employment trends,
crime analysis (e.g., Uniformed Crime Reports, victim support
surveys), and citizen attitudes as measured through surveys and
interviews. Strategic planning is important to managers because it
allows them to prepare for and deal with the changing
environmental conditions in which their organizations operate.
11. FINDINGS AND ANALYSISThe part one (1) of this chapter 12.1 will first present the findings from
the questionnaire on employees. Thereafter, it will analyse the same
findings basing on the researcher’s critical analysis of the overall
situation. In part two of the same chapter 12.2, the researcher will go
54
further to present and analyse the responses from the customers’
questionnaire which will followed by what management had to say on the
same issue. At the end of all this, the synthesis of the 3 questionnaires
will be done to close the research.
12.1 EMPLOYEES QUESTIONNAIRE
12.1.1 IntroductionThis chapter presents the results from this study, and findings are
reported as responses to each of the guiding questions for the
questionnaires from the employees, customers and from Trentyre’s
Regional Manager. The questionnaire results for each category and
interpretation are reported first and then the integration of the data from
all the three categories of the questionnaires are synthesized in
discussion later. This presentation will enable the user of this information
to first read the answers and read also the analysis of the data so
gathered by the researcher.
A questionnaire was hand delivered to the sampled employees of
Trentyre requesting their participation in research regarding the position
of Trentyre in the market, the employees’ work conditions and what say
employees have on their company leadership after the change of
management. The recipients were asked to answer the questions and
return their responses to the researcher by way of collection by the
researcher or hand delivery for those close to the researcher.
Part one of the questionnaire consisted of 11 questions on employees
feelings about their company leadership and what they want from the
company. Part Two consisted of 23 questions on customers relationship
with Trentyre and their product; Goodyear tyres. (See Appendix A, B, and
C for copies of the questionnaires). The population of participants in
employees category was the total number of employees in Kitwe and
Ndola which 17. A total of 13 employees out of 17 were sampled to
answer the questionnaire. All the employees responded yielding the
response rate of 100%. On the customer’s category, the population
55
considered was 24 customers out of which a sample of 16 was picked.
Eleven customers responded representing about 69% of the
questionnaires.
The findings below are presented as responses for each guiding
question. In other words, this is a section on questionnaire response
12.1.2 The Employees Responses
In this chapter, responses provided by all the respondents (employees)
to the questions in the questionnaire have been presented. To precede
this will be the analysis of the same responses. Here now are the
responses from the employees.
1. Question 1, the researcher was exploring the employees’
employment with Trentyre. He sought to know how long each
employee has been with the company. The sample was 13
employees out of 17 and all of them responded. The response rate
was therefore 100% in this questionnaire. From the 13 responses,
the answers were as in the table below.
Table 1. How long have you worked for Trentyre?
Frequency
Percent
Valid Percent
Cumulative Percent
Valid less than 3 years
2 15.4 15.4 15.4
more than 3 years
2 15.4 15.4 30.8
more than 6 years
9 69.2 69.2 100.0
Total 13 100.0 100.0
Chart 1. How long have you worked with Trentyre?
56
15.40%
15.40%
69.20%
Responses on how long a worker has worked with Trentyre
Less than 3 yearsMore than 3 yearsMore than 6 years
2. In question 2, the researcher asked employees if they worked
anywhere else apart from Trentyre and all the 13 respondents
showed that they had worked somewhere else before joining
Trentyre.
Table 2. Have you worked anywhere else apart from Trentyre?
Frequency Percent Valid Percent
Cumulative
Percent
Valid yes 13 100.0 100.0 100.0
57
3. In question 3, the employees were asked about what they like
about Trentyre. Their responses were as below. Out of the 13
responses, 0nly 3 mentioned good management as their answer. All
the responses gave various other reasons, which the most
prominent was good relationship with other employees.
Chart2. With your current experience with Trentyre what do
you like about them?
58
Table 3. With your current experience with Trentyre what do you like about them?
Frequency
Percent
Valid Percent
Cumulative Percent
Valid good management 3 23.1 23.1 23.1
good working conditions
1 7.7 7.7 30.8
good relationship with other employees
5 38.5 38.5 69.2
good initial training provided
3 23.1 23.1 92.3
good career development
1 7.7 7.7 100.0
Total 13 100.0 100.0
Good man
agem
ent
Good worki
ng conditions
Good relati
onship w
ith other
employe
es
Good initial
training p
rovid
ed
Good caree
r dev
elopmen
t0.00%5.00%
10.00%15.00%20.00%25.00%30.00%35.00%40.00%
23.10%
7.70%
38.50%
23.10%
7.70%
4. Question 4 sought to know what employees dislike about Trentyre.
Nine (9) out of the 13 respondents said low salaries are what they
do not like about Trentyre. One (1) employee did not give the
answer, while three other employees chose other reasons.
Table 4. In the same vein as above, what don’t you like about
Trentyre?
59
Frequency Percent Valid Percent
Cumulative
Percent
Missin
g
Valid
1 7.7 7.7 7.7
poor working conditions 1 7.7 7.7 15.4
low salaries 9 69.2 69.2 84.6
lack of communication
amongst employees1 7.7 7.7 92.3
lack of consultation by
management on issues
affecting employees
1 7.7 7.7 100.0
Total 13 100.0 100.0
Chart 3. In the same vein as above, what don’t you like about
Trentyre?
Poor w
orking
cond
itions
Low sa
laries
Lack of
commun
icatio
n amon
gst em
ployee
s
Lack of
consu
ltatio
n by m
anag
emen
t on i
ssues
affect
ing em
ployee
s
Missing
0.00%
20.00%
40.00%
60.00%
7.70%
69.20%
7.70% 7.70% 7.70%
5. This was an open question which required the respondents to
write, in their own words, what they want management to do to
satisfy them. Their answers were as follows
a. Increase the salaries – four (4) employees want management to
increase their salaries.
b. Improve conditions of service – Four (4) employees wrote that
management should improve their conditions of service. There
was no elaboration on the answer but when further queried by
60
this researcher, said they would, apart from salaries,
management must introduce a medical scheme for employees,
give loans to workers, and introduce an education allowance for
both employees and their immediate families
c. Career development – Two (2) employees wrote about career
development and employee mentioned refresher training which
is much related to career development.
d. Communication – Two (2) employees mentioned that
management must improve their communication with the
employees.
6. This question wanted to find out why employees think Trentyre is
faring well amongst all other tyre suppliers around the Copperbelt
Province of Zambia. Four (4) respondents believed that it was
fairing very well, five (5) of them believed the company was not
doing well, three (3) employee believed that Trentyre was
somewhat trying and one employee believed that Trentyre was
doing very badly.
61
Table 5. How is Trentyre fairing amongst all tyre dealers?
Frequency Percent Valid Percent
Cumulative
Percent
Valid very well 4 30.8 30.8 30.8
not very well 5 38.5 38.5 69.2
trying 3 23.1 23.1 92.3
very bad 1 7.7 7.7 100.0
Total 13 100.0 100.0
Chart 4. How is Trentyre fairing amongst all tyre dealers?
30.80%
38.50%
23.10%
7.70%
Trentyre's fairing amongst all tyre dealers
Very wellnot very welltryingvery bad
7. As a follow-up to question 6, the researcher wanted to know why
the respondents who think Trentyre was doing well for those who
gave that answer. Out of the 13 responses, six (6) said it was
because of the good product, one (1) said it was because of good
prices, the other one (1) gave customer loyalty as the reason and
the remainder 5 employees did not respond. This result is as in
table
62
Chart 5. If Trentyre is doing well what do you attribute this success
to?
63
Table 6. If it is doing well what do you attribute this success to?
Frequency Percent Valid Percent
Cumulative
Percent
Missing
Valid
5 38.5 38.5 38.5
good prices 1 7.7 7.7 46.2
good products 6 46.2 46.2 92.3
customer loyalty 1 7.7 7.7 100.0
Total 13 100.0 100.0
7.70%
46.20%
7.70%
38.50%
Employees assessment of Trentyre's performance amongst other tyre dealers
Good pricesGood productsCustomer loyaltyMissing
8. For those who said Trentyre was not doing well, what was the
reason? Four employees (4) cited poor management as the cause of
not doing well. Three (3) employees said it was due high prices of
tyres as the reason and lastly one (1) employee said it was due
negative publicity which was peddled during the process of change
of management.
64
Table 7. If Trentyre is not doing well what would you say are the causes?
Frequency Percent Valid Percent
Cumulative
Percent
Missing
Valid
1 7.7 7.7 7.7
poor management 8 61.5 61.5 69.2
high prices 3 23.1 23.1 92.3
negative publicity about the
company1 7.7 7.7 100.0
Total 13 100.0 100.0
Chart 6. If Trentyre is not doing well what would you say are the
causes?
7.70%
61.50%
23.10%
7.70%
What employees feel are the causes of not doing well are
Missing Poor management High pricesNegative publicity about the company
9. The researcher in question 9 wanted to know employees alertness
as regards the loss of company customers to the competition and
what causes such losses. The responses were as follows: 23.1%
said it was due to high prices of Goodyear tyres while the majority
of 69.2% believed it was lack of foresight on the part of
management that we lost such customers.
Table 8. Have you witnessed any loss of a good customer if the answer is yes what could have caused that loss?
Frequency Percent Valid Percent
Cumulative
Percent
Missin
g
Valid
1 7.7 7.7 7.7
high prices 3 23.1 23.1 30.8
lack of foresight on the
part of management9 69.2 69.2 100.0
Total 13 100.0 100.0
65
Chart 7. Have you ever witnessed any loss of a good customer? If yes, what could have caused that?
23.10%
69.20%
7.70%
Causes of loss of any big customer
High pricesLack of foresight on the part of managementMissing system
10. Question 10 sought to find out from the employees'
perspective why certain big companies have continued to deal with
Trentyre after the change of management. All the respondents in
this question said it was due to the good product that Trentyre sell.
66
Table 9. What do you think has made some big customers to buy from Trentyre after change of management?
Frequency Percent Valid Percent
Cumulative
Percent
Valid our good tyre
management service4 30.8 30.8 30.8
our good product 9 69.2 69.2 100.0
Total 13 100.0 100.0
Chart 8. Mention any big customer that has continued buying tyres
from them after the change of management. What do think have
made them stick with Trentyre?
Our good ty
re man
agem
ent s
ystem
Our good pro
duct
Our good m
anag
emen
t
Our good pric
es
Our on time d
elive
ry0
10
20
30
40
50
60
70
30.8%
69.2%
0% 0% 0%
11. Question 11 was an open question which wanted
employees to advise management on what they need to
a. Increase the customer base
b. Maintain the current loyal customers
67
c. Win back those that have gone to the competition on the
Copperbelt.
According to the researcher’s assessment, most of the respondents
seemed not to have understood the question. Out of the 8
respondents two (2) employees managed to give some answers to
this question.
i. The first answer was that management should provide longer
credit facility to customers than the 30 days currently in
place.
ii. Management should carry out advertisements in various
media for our product
iii. Management should provide incentives for the clients such as
giving them calendars, T-shirts and diaries.
13. DISCUSSION OF EMPLOYEES RESPONSES.
13.1.1 IntroductionTop leaders of any organization, including staff members, share the
responsibility of strategic leadership. Realistically, only one or two
percent of the members of an organization will ever attain strategic
leadership rank or position, but, anyone working directly for a strategic
leader should be well-versed in strategic thinking concepts in order to
adequately support and advise the leader (S.T. Gerras, 2010). Effective
strategic decision making and leadership cannot reside merely in one
leader. The changing external environment and the complexity of large
organizations create a situation where the leader at the top of the
organizational hierarchy cannot possibly lead the organization without
receiving help in information gathering, assessment, and knowledge
management. Effective strategic leadership depends on the interactions
amongst the leader, those being led or influenced (both in and out of the
organization) and the situations or circumstances facing the
organization. The complexity of these relationships and interactions
68
determine the effectiveness of strategic leaders and their teams.
Therefore, this research focuses on the concept of strategic leadership,
rather than the strategic leader alone.
The employees of Trentyre while being led do also have a say in the
wellbeing of their company. Their courtesy in receiving the customers
and the service they provide while the customer waits, will determine
whether the customer will continue buying from Trentyre or not. These
employees then must be regarded as very important partners in
Trentyre’s success. The roles they are playing must be recognized and
commended by the company. From their responses to the questionnaire,
one must be mindful of how much knowledge these people have which
the company can make use of. My analysis below is completely my good
understanding of the situation at the company being one of the
employees. Of course people say there is some biasness in my analysis,
but my comfort is in the fact that I was not using my own answers but
those provided by the respondents.
13.2.1 What is Strategic in Employees Responses?
Only those who do not know what strategic leadership is can trash what
the employees said in their responses. Let’s face it. Most of the
employees have been with the company for more than two (years).
Moreover, over 69% of the employees have worked for the company for
more than six (6) years. This in itself tells us a story. That is, that these
employees know their company very well and they have the capability to
advise their management on most pertinent issues facing the company. It
is certain that these employees also know their company’s customers
very well and also the competitors. Furthermore, all of the respondents
have worked with some other companies before they joined Trentyre.
They are capable of comparing this management with the one/s from
their previous employment. In some way this information may be very
69
important to management. That is why in business benchmarking
(Comparing your company’s business practices and performance tactics
to those of the best performers in the industry) is not a sin. This is one of
the ways most businesses take moves to make improvements to their
operations. Thinking that junior employees can offer nothing to the
operations of the company, is not anywhere near the principles of
strategic leadership.
A very interesting scenario is trying to know what employees like about
your company thinking that they will all say “good management”. After
going through the answers, it was discovered that more employees liked
other things other than the good management at Trentyre. This certainly
is a cause for worry. What wrong does management do that makes them
being disliked by their own employees? This researcher went off the
questionnaire to find out more from some of the employees why they
dislike management. Their answers were as follows:
13.2.1. Lack of Respect
Most of them mentioned lack of respect for them as employees for not
liking management. Respect for employees is very cardinal in making
sure that they perform to their fullest capacity. The relationship of the
employees and management of a company should not be as that between
the father and the son. These are grown adults and must be treated as
such. Castigating them in the public will create a lot of resentment in
them and will completely affect their performance. This is a situation
where workers want to show that they are hard workers only when the
manager is present. When he/she is out of sight they lazy around and
only gets busy when they see him/her. When an employee does
something wrong it is in the best interest of a manager to provide good
direction for him/her or them. When an employee fail it is better to “dust
them and urge them to try harder”. Shouting at them will make them
with fear which may further lead into them making many more mistakes.
70
So there will be a lot of time wasting and as it were in the principles of
“Just – In – Time”, this is a great cost to the company.
13.2.2 Use of Abusive Language
The use of abusive language by some senior managers came out
prominently as one of the reason for the employees’ dislike of their top
leadership. They mentioned that the use of abusive language at work is
making them feel like they are not human beings. This certainly is a
danger to strategic leadership. Such type of leadership will cause
negative publicity on itself. The same disgruntled workers will peddle
negative messages to the general community who are stakeholders in the
management of the company. This is a minus on strategic leadership.
13.2.3 Low Salaries.
Are low salaries a strategic leadership issue? Though most authors have
said nothing on salaries in connection with strategic leadership, a strong
relationship between salaries/wages and the success of strategic
leadership has been found. In most literature on motivation, it is true that
salaries have a diminishing marginal effect. They will motivate someone
to a certain level and anymore increases in salary will not motivate an
individual. That principle is 100% true and it can be proven. This,
however, is always the case with top level company management or
owners of companies where is not an issue as it is always at their
disposal.
My contention is about salaries/wages of those in the middle and lower
management levels. Are salaries/wages not an issue? At Trentyre, during
the research, it was discovered that the majority of the employees, if not
all, are not in their top form in terms of performance due to low salaries.
Is strategic leadership not about effective performance? If performance is
not on top of the lead or the roof, then to me strategic leadership has
failed. Instead there is just management involved. What should have
caused strategic leadership to fail? Certainly, in this case, it is the issue
71
of salaries/wages. It is important, therefore, for management not to
ignore calls from employees for realistic better salaries/wages. A more
serious issue is that the majority of human resources professionals
appear to believe that employees are likely to over report the importance
of pay in employee surveys. Rynes, Colbert, and Brown (2002) presented
the following statement to 959 members of the Society for Human
Resource Management (SHRM): “Surveys that directly ask employees
how important pay is to them are likely to overestimate pay’s true
importance in actual decisions” (Rynes, Colbert and Brown, 2002: p.
158). In particular, we focus on well-documented findings that employees
tend to say that pay is less important to them than it actually is. This is
an important point because if employees’ reports are taken at face value,
HR professionals are likely to seriously underestimate the motivational
potential of pay. In contrast, analytic studies of actual behaviors in
response to motivational initiatives nearly always show pay to be the
most effective motivator. Indeed, after conducting the first such analysis
with respect to motivational interventions, Locke, Feren, McCaleb, Shaw,
and Denny (1980, p. 379) concluded: “Money is the crucial incentive that
no other incentive or motivational technique comes even close to money
with respect to its instrumental value”. Subsequent research has
continued to support their conclusion. Why do such discrepancies occur,
and how can psychological theories help us explain them? The common
tendency for people to say one thing but do another is known as socially
desirable responding: “the tendency to choose items that reflect
societally approved behaviors” (Nunnally & Bernstein, 1994, p. 382).
Social desirability stems from either a lack of self-insight or a lack of
frankness (Nunnally & Bernstein, 1994). In the case of pay, people are
likely to understate importance either because they misjudge how they
might react to, say, an offer of a higher paying job, or due to social norms
that view money as a less noble source of motivation than factors such as
challenging work or work that makes a contribution to society.
72
The reports in the preceding paragraph are mostly for developed
countries. Now if you take Zambia, where Trentyre whose main focus of
this research is, it must be very serious. I have not come across the
research on the behavior of Zambians towards pay as a motivator. That
would be interesting. However, my conclusion on the face value of it is
that pay is the greatest motivator amongst many workers in Zambia. The
only people who can dispute this are either, company owners, Chief
Executive Officers, Human Resources Professionals and highly paid
professionals who regard money as not important or they try to protect
their own company interest. To most employees in Zambia, they would
rather have a pay rise rather than being sent on a fully paid adventure or
having their medical bills paid for by the company. Basing on this
assumption, then, that is why employees at Trentyre, almost
unanimously, requested for management for an upward move of their
salaries.
13.2.4 Poor working conditions
Apart from salaries/wages, other working conditions are very important
to the employees. Such conditions of service they mentioned as:
a. Safety at place of work – employees feel motivated when they
know the place where they will be working is very safe. An unsafe
working place always makes someone to always think about their
safety as they work and this affects their performance. Employees
criticized management on the machinery which is always breaking
down. They said these old machines are not safe to work with and
appealed to management to replace them.
b. Education allowance – education is key to the understanding of
the company’s vision and mission statement by employees. Some
employees told me that they find it difficult to understand some of
the literature sent to them by the company. Moreover, the age
group amongst these employees is between 25 and 35. These are
73
the likely managers of the future. But will they take over the
company as illiterates and expected to perform. Without education,
strategic leadership is almost a non-starter. A strategic leader will
not be able to work with people who cannot interpret or
understand the company vision. It is, therefore, important for
management to consider the plight of employees as regards their
advancement in education. A number of employees said to this
researcher that they wanted to go to school, but that they cannot
afford due to the low salaries.
c. Lack of medical scheme (for employees and their families) -
Medical scheme is an important tool in enhancing the employee’s
free mind. Where there is no medical scheme, whenever the
member of the family is sick, it affects an employee’s performance
at work. This also brings about pilferage because such an employee
will be looking for money to take their family members to the
hospital. The performance of the affected employee is always below
par because they are always absent minded thinking about their
sick family members. A strategic leader is supposed to be
compassionate about his workers and cannot allow themselves to
treat their employees like that. When this happens, it means the
basic principles of strategic leadership are not being practiced. As
Freedman and Tregoe (2003, p.202), referring to individual traits
of a strategic leader, they posit that:
“Strategic leadership draws deeply on the inner reserves of the
Chief Executive Officer. Qualities such as decisiveness, drive,
toughness, passion, integrity, a balance of optimism and realism, a
willingness to delegate appropriately, and an ability to motivate the
top team and every employee are prerequisites”. Without passion
for the employees will mean failure on the part of strategic
leadership. My underlining of the word passion is to express its
importance to strategic leadership. A strategic leader must have
passion for his/her employees. Lack of medical scheme at Trentyre
74
is taken by employees to mean that management does not care
about them.
13.2.5 Others.
Among others, employees mentioned lunch allowance, transport
allowance and overtime allowance. These too are very important to
employees. Failure to provide lunch to employees will result into
hungry individuals and a hungry individual cannot perform above
average. On over-time, if employees are not satisfied with it, they
are not willing to work after hours. This might affect the company’s
goodwill to its clientele who need urgent service after hours.
Coming to work in time is very important to every company. Late
coming makes customers who want to be served early in the
opening hours not to receive such service and will seek somewhere
else for assistance. If there is such a trend, it might result in losses
of customers. That is not any of the tenets of strategic leadership.
Employees must be comfortable in their movement from and to
work. Even when it comes to working overtime, they are not
worried because they know there is transport. Some companies
have provided vehicles for transporting their workers to and from
work. That is a strategic leadership move.
After a number of comments were presented, one employee
retorted and said “How then can I like such management?” Surely
how can one like someone who does not consider them as part of a
team? Rich Hughes and Katherine Beatty (2005), from the Center
for Creative Leadership asserted that:
Individuals and teams enact strategic leadership when they think, act,
and influence in ways that promote the sustainable competitive
advantage of the organization. Strategic leadership is about teamwork
working towards the achievement of the same goal. They have the same
75
vision, values, company culture and they are like brothers and sisters in
one family. In Principle-Centered Leadership, Covey (1991, p. 249) says
that: A strategic leader can provide direction and vision, motivate and
build a complementary team based on mutual respect if he is more
effectiveness-minded than efficiency-minded, more concerned with
direction and results than with methods, systems, and procedures. Team-
building is supposed to be one of the skills of a strategic leader. More
importantly, a strategic leader must consider the plight of his followers if
he is to succeed. Strategic leadership is not only about achieving
company goals but also achieving individual goals. A person, whose
personal goals are not being achieved, will find an excuse whenever they
fail. A company, whose employees are not satisfied, will surely
experience an increase in theft of either company assets or products.
13.3.1 Employees Relationship With Management
The success of an organization is certainly dependent on cordial
relationship between management and its employees. A “mouse and cat”
type of relationship will always make, even the vibrant organization, to
fail. Management must try by all means to improve its relationship with
its workers because this is the recipe for success.
From the responses to questions 3, out of the eight (13) answers only
three (3) employees said they liked Trentyre because of good
management, 1 employee said it was because of career development and
1 employee gave an answer related to good management, that is good
working conditions. These preceding 5 responses are a plus on the part
of management. However the other eight (8) employees gave other
reasons other than management. To me it is not health for management
to have only 38.5% of the employees on its side. They have to work extra
hard to improve their relationship with the workers. Even for those three
who said they liked Trentyre because of good management, might have
76
said so for a reason. Question 3 is most revealing as the three employees
who said they like Trentyre because of its good management represent
only about 38% of a total of 17 employees in Kitwe and Ndola. When we
generalize these responses, this means only about six employees like
management while the other 11 employees do not. This is very dangerous
for the company.
13.3.2 Company Performance.
Employees’ consistence on blaming management for the ills the company
is going through cannot be over-emphasized. As if to confirm the
allegation in question 3, question 8 which sought to find out why
Trentyre was not faring well in the market as compared to its
competitors, eight (8) employees out rightly said poor management,
three said high prices and one said negative publicity about the company
which was peddled by the old management. Going back a bit to question
7, for those who believed that the company was doing well, out of the
answers they gave not a single employee gave good management as an
answer. What employees are simply saying is that there is over 60%
management failure at the company. The reason for not doing well given
in question seven (7), all means that never has strategic leadership been
practiced by management at Trentyre. Even the management that is
practiced is one of trial and error, which is quite detrimental to the
success of the company.
Some employees confided in the researcher and revealed that
management took radical decisions which made the company lose
Mopani and Chibuluma Mines. The company terminated the service
contracts to these mining companies without consulting the local
management and the employees. This had a lot of negative effect on the
operations of Trentyre. Sales went down drastically and there were a lot
of employee resignations in the two branches on the Copperbelt.
77
Why do employees blame management for all this loss? The researcher’s
analysis found the following as the main reasons:
13.3.3 Poor Communication
Management believed that they were in-charge and not duty bound to
inform the company what they were doing. Every decisions affecting
employees welfare that they took were left in their offices with no
regards to other stakeholders in the organization. Communication has an
attitude change effect. So it has the power to change the way people
think and behave. It also has the effect of creating and normalizing the
relationship between or among people. Freedman and Tregoe (2003,
p.163-165), propose that “communication is a strategic unifier”. They
further write that the ultimate goal is that communication must lead to
behavior change. This is no one time event. At every opportunity,
communication about the specific changes individuals and teams are
asked to accept help them make the leap to action. Strategy should
inform the processes of setting goals, developing job descriptions and
performance expectations, evaluating priorities, managing projects,
acquiring new skills, implementing systems and processes, and modeling
new values and beliefs. These events signal that the times are changing
and that all concerned are called upon to climb on board.
Freedman and Tregoe (2003, p. 171), further says that no communication
is successful unless it answers the question “What does this mean for
me?” This is the core message for every stakeholder. When you’re asking
individuals and groups to change their behavior and align their efforts
with the strategic vision of the organization, they had better understand
what you want them to do and why. In short, this quote is saying that
don’t ask other to do what you yourself cannot do. Be the shining
example to all other employees as a strategic leader. This will make it
easier for communication to reach its target and be easily understood.
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13.3.3.1 Lack of Teamwork Spirit.
The management at Trentyre seems to be individualists. They are
working against the principle proposed of teamwork by Covey
(1991, p. 249) who says that: “A strategic leader can provide
direction and vision, motivate and build a complementary team
based on mutual respect if he is more effectiveness-minded than
efficiency-minded, more concerned with direction and results than
with methods, systems, and procedures. Without teamwork
individuals cannot achieve anything. From the answers of the
employees, it is very clear that management does not involve
employees in their day-to day running of the company. To conclude
on this topic, Rich Hughes and Katherine Beatty (2005), from the
Center for Creative Leadership asserted that: “Individuals and
teams enact strategic leadership when they think, act, and
influence in ways that promote the sustainable competitive
advantage of the organization. Teamwork is the cornerstone of
strategic leadership. It is important for any futuristic manager to
incorporate other worker of the company in decision making.
Certainly operators have a major role in the running of the
company at the lower levels, while supervisors and middle
managers also their own input. These people need to be consulted
on issues concerning their areas of operations. By doing this, top
leadership of the company will be creating consensus which will
make every worker in the company to be accountable. Strategic
leadership will certainly thrive in such an environment.
13.3.3.2 Summary.
From the foregone discussion, it is obvious that employees are an
integral part of strategic leadership. A leader will certainly find it difficult
to rule in the absence of the support of these junior members of
management. The questionnaire on employees should not be regarded as
79
mere rhetoric by all those in leadership. A lot of issues have come out
from them which management can use to improve the face of their
company. It is, therefore, important to consider employees as partners in
the success of the company rather than as mere tools to use for the
available work to accomplish the company’s goals. For strategic leaders,
this is one of their major great success areas.
14.1 CUSTOMERS’ QUESTIONNAIREIn this part 4 of chapter 12, findings from the customers’ questionnaire
will be presented. The sample was 16 customers out of which 11
customers responded which represented 68.8%. Below are their
responses from the customers:
Question 1. The researcher in this question wanted to know the
relationship between Trentyre and the customers in question. Out of the
11 responses that I received, 6 wrote that their relationship with
Trentyre was either good or very good. The other 4 customers had a bad
relationship with the company while the last 1 customer had no
relationship with them. As can be seen from the table 6 below, those who
had good relationship with Trentyre represented 18.8%, those with a
very strong relationship were 25%, bad relationship was 25% and lastly
with no relationship at all was 6.2%. Those who did not respond
represented 25%.
80
Table 10. How is your relationship with Trentyre?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Good 2 18.2 18.2 18.2
Very good 4 36.4 36.4 54.5
Bad 4 36.4 36.4 90.9
No relationship at
all1 9.1 9.1 100.0
Total 11 100.0 100.0
Chart 9. How is your relationship with Trentyre?
18.20%
36.40%
36.40%
9.10%
Extent of customer relationship with Trentyre
GoodVery goodBadNo relationship at all
Question 2. Here the researcher wanted to know from the customer’s
perspective, (those without a relationship), why they do not have a
relationship with Trentyre. From the 11 answers 36.4% felt that Trentyre
management do not care about them, and 9.1% said Trentyre do not visit
them. There was a total of 54.5% percent an accounted for. These are
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presumably those that who do have a relationship with Trentyre and did
not want to answer this question.
Table 11. If your relationship is not good or there is none at all, what would be the reasons amongst the following:
Frequency Percent Valid Percent
Cumulative
Percent
Valid Management does not
care about you4 36.4 80.0 80.0
They do not visit our
company1 9.1 20.0 100.0
Total 5 45.5 100.0
Missing System 6 54.5
Total 11 100.0
Chart 10. If your relationship is not good or there is none at all,
what would be the reasons amongst the following?
36.40%
9.10%54.50
%
Reasons for for not having a good relation
Management does not care about youThey do not visit our companyMissing system
Question 3. For those with a relationship with Trentyre, the researcher
wanted to know why they like Trentyre. Here the responses are 45.5%
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said it was because of the good product and 9.1% proposed good tyre
advice as the reason. Again according to these answers 45.5% never
responded to this question. This could be probably due to those without
the relationship who did want to respond.
Table 12. If you have a relationship with Trentyre, what would you say you like about them?
Frequency Percent Valid Percent
Cumulative
Percent
Valid A good product
(quality)5 45.5 83.3 83.3
good tyre advice 1 9.1 16.7 100.0
Total 6 54.5 100.0
Missing System 5 45.5
Total 11 100.0
Chart 11. If you have a relationship with Trentyre would you say
you like about them?
83
45.50%
9.1%
45.50%
Reasons for good relationship with Trentyre
A good productGood tyre adviceMissing system
Question 4. In this question, the researcher wanted customers to put
Trentyre services on a scale together with other tyre suppliers. The
rating of the customers was 9.1% of customers said the Trentyre service
was somewhat good, 36.4% said Trentyre needed to improve their
service to the customers, 27.3% said Trentyre service is the best while
the last 9.1% said their service was bad. Two (2) customers did not
respond to this question
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Table 13. How do you rate Trentyre services amongst the tyre suppliers?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Somehow good 1 9.1 11.1 11.1
Need to improve 4 36.4 44.4 55.6
Very good 3 27.3 33.3 88.9
Bad 1 9.1 11.1 100.0
Total 9 81.8 100.0
Missing System 2 18.2
Total 11 100.0
Chart 12. How do you rate Trentyre services amongst the tyre
suppliers?
Somehow good
Need to
impro
ve
Very good
Bad
missing sy
stem
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
9.10%
36.40%
27.30%
9.10%
18.30%
Question 5 was an open one requesting customers’ opinion on Trentyre’s
management, its product and on its service. Three (4) customers said the
Trentyre had a good management which represented 36.4%, four (4)
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representing 36.4% customers wrote that Trentyre management was
poor (bad) while two (3) (27.3%) customers did not respond.
In the area of the product, all the eight (8) responses said the product
was good representing 72.7%. Three customers or 27.3% again did not
respond.
And lastly coming to the service, five (5) customers representing 45.5%
said Trentyre provide good service, one (1) customer said the service was
poor, one (1) (9.1%) customer said was not sure and here four (4) did not
respond representing 45.5%.
Question 6 was a also an open question this time asking customers to
provide recommendations in any area of operation. The response rate on
this question was very low. Only two (2) customers representing 18.2% of
the total responded questionnaires wrote some recommendations on it.
The recommendations from customers were:
a. Trentyre should offer more competitive prices
b. Keep more stock of tyres
c. Give company email addresses to all the sales personnel
d. Improve on delivery time i.e. deliver tyres quickly to customers.
Question 7 wanted to know from those customers without a relationship
if they could deal with Trentyre should they meet their conditions.
According to the responses, 36.4% are very willing to deal with Trentyre,
9.1% said they already have a running contract with another supplier and
9.1% said they will think about it. A total of 5 customers representing
45.5% did not respond. These could those with a relationship with
Trentyre who did not respond to this question.
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Table 14. According to you, (those without a relationship with Trentyre) would you deal with them if they were to fulfil the
condition y0u have stated above?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Yes 4 36.4 66.7 66.7
We are already
committed to another
contract
1 9.1 16.7 83.3
We will think about it 1 9.1 16.7 100.0
Total 6 54.5 100.0
Missing System 5 45.5
Total 11 100.0
Chart 13. According to you (those without a relationship with
Trentyre), would you deal with them if they were to fulfil the
conditions you stated above?
36.40%
9.10%9.10%
45.50%
Customer options on whether they would want to deal with trentyre provided they ful-
filthe conditions previously stated
YesWe are already commited to another conractWe will think about itmissing system
87
Question 8 is about the tyre brands found in the market and the
researcher wanted to establish what brands the customers like. Out of all
the brands in the questionnaire, 36.4% said they liked Michelin, 18.2%
liked Dunlop and 45.5% liked Goodyear. In the other category there were
two different brands which customers chose. These were Linglong and
Pirelli.
Table 15. There are so many tyre brands in the market today, which is your preferred brand or
brands (pick as many as you wish)
Frequency Percent Valid Percent
Cumulative
Percent
Valid Michelin 4 36.4 36.4 36.4
Dunlop 2 18.2 18.2 54.5
Goodyear 5 45.5 45.5 100.0
Total 11 100.0 100.0
Chart 14. Preferred tyre brand by customer in the market
88
Michel
in
Dunlop
Goodye
arToy
o
Yokoh
ama
Khumo
Bridges
tone
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
36.40%
18.20%
45.50%
0.00% 0.00% 0.00% 0.00%
Question nine wanted to find out if customers buy tyres they like. From
the answers collected the research discovered that 36.4% do not buy the
tyres they like, 27.3% do buy their preferred brand and another 36.4%
buy the whole lot of mixtures.
Table 16. Is or are the brands you have picked the one you buy?
Frequency Percent Valid Percent
Cumulative
Percent
Valid No 4 36.4 36.4 36.4
Yes 3 27.3 27.3 63.6
3 4 36.4 36.4 100.0
Total 11 100.0 100.0
Chart 15. Is or are the brand/s you have picked the one/s you buy?
89
36.40%
27.30%
36.40%
Customer response on the chosen brands
NoYesMissing system
In question 10 the researcher wanted to find out from those who do not
buy their preferred brand, why they do not do so. From the 11
respondents only 45.5% (5 customers) gave high prices as the reason for
not doing so. The other 6 respondents never responded. This represented
54.5 % of the customers.
Table 17. If not what would be your reasons?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Price 5 45.5 100.0 100.0
Missing System 6 54.5
Total 11 100.0
Chart 16. If not what would be your reasons?
90
45.5%
54.5%
Reasons for not buying the prefered brands
PriceMissing system
Question 11 is finding out from those who buy the brand they like to
point out what features captivate them. From the answers, 18.2 % said it
was due to the brand’s good retreadability, 45.5% gave durability as the
reason, 9.1% said it was because it is available everywhere and 27.3% of
the respondents never gave any reasons.
Table 18. If yes what features are prominent that makes you like this brand?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Good retreadability 2 18.2 25.0 25.0
Durability 5 45.5 62.5 87.5
It is available
everywhere1 9.1 12.5 100.0
Total 8 72.7 100.0
Missing System 3 27.3
Total 11 100.0
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Chart 17. If yes, what features are prominent that makes you like
this brand?
18.20%
45.50%
9.10%
27.30%
Prominent features that make the customer buy the prefered brand
Good retreadabilityDurabilityIt is available everywhereMissing system
Question 12 the researcher in a no or yes answer wanted to know
whether the customers had used Goodyear tyres before. 90.9% of
customers said they have used Goodyear tyres before. Only one (1)
representing 9.1% said they have never used Goodyear tyres before.
Table 19. Have you ever used Goodyear tyre before?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Yes 10 90.9 90.9 90.9
No 1 9.1 9.1 100.0
Total 11 100.0 100.0
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Chart 18. Have you ever used Goodyear tyres before?
90.90%
9.10%
Customers who have used Goodyear before
YesNo
For those who had used the Goodyear tyres before, the researcher
wanted to how they rate it. 27.3% said it was a good tyre, 54.5%
regarded it as an excellent tyre and 18.2% of the customers never
responded. The most interesting thing is that no one said it was a bad
tyre but then do they buy it?
Table 18. If yes, how do you rate its performance?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Good 3 27.3 33.3 33.3
Very good 6 54.5 66.7 100.0
Total 9 81.8 100.0
Missing System 2 18.2
Total 11 100.0
93
Chart 19. If yes, how do you rate its performance?
18.2
%
54.5%
27.3
%
Performance rating of Goodyear tyres by customer
Good Very GoodMissing System
For those who have not used Goodyear tyres before, question 14 needed
to establish their reasons. Only 1 customer representing 9.1% there have
never used Goodyear tyres because no from Goodyear/Trentyre has
visited them. The other respondents never answered this question.
Table 19. If you have never used Goodyear tyres, what could be your reasons?
Frequency Percent Valid Percent
Cumulative
Percent
Valid There has been no one
who has offered
Goodyear tyres to you
1 9.1 100.0 100.0
Missing System 10 90.9
Total 11 100.0
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Chart 20. If you have never used Goodyear tyres before, what could
be your reasons?
9.10%
90.90%
Reasons for not using Goodyear tires by customer
There has been no one who has ofered Goodyear tyres to youMissing Sysem
Question 15 was intended to establish the customers’ knowledge about
the cost per kilometre. This concept is whereby the vehicle owner
calculates how many kilometres his/her tyres clock or fuel used divided
by the cost of buying the tyres or fuel. For example, the cost of buying 4
tyres on the Landcruiser may be K4,650. By the time these tyres finish,
the owner finds out that he has done 75,000km. The cost per kilometre
for that vehicle would be K4,650 divide by 75,000km = 0.062 ngwee. So
our CPK for this vehicle is K0.06 approximately.
The answers from the customers for this question were 45.5% not
knowing it and 54.5% knowing it.
Table 20. Do you know the concept of cost per kilometre?
Frequency Percent Valid Percent
Cumulative
Percent
Valid No 5 45.5 45.5 45.5
95
Yes 6 54.5 54.5 100.0
Total 11 100.0 100.0
Chart 21. Do you know the concept of cost per kilometre?
45.50%
54.50%
Customers' knowlegde about concept of cost per kilometer
NoYes
In question 16, the researcher wanted to know if the customers who
know the CPK concept have ever used it. Only 18.2% responded in
affirmative, 45.5% have never used it and 36.4% did not respond.
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Table 21. If you do know it have you ever practiced it?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Yes 2 18.2 28.6 28.6
No 5 45.5 71.4 100.0
Total 7 63.6 100.0
Missing System 4 36.4
Total 11 100.0
Chart 22. If you do know it, have you ever practiced it?
18.20%
45.50%
36.40%
Response on whether customer has ever practiced cpk
YesNoMissing system
The concept of CPK can be used to rate the performance of different
brands of tyres. The brand of tyres with the lowest cost per kilometre will
actually be the cheapest. For example, the original costs of 3 different
types 265/70R16tyres and the kilometres they clock are as follows:
Tyre 1 cost is K4650 and it does 75000km.
Tyre 2 costs K3750 and it does 30000km
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Tyre 3 costs 6850 and does 120000km.
Which is the cheapest tyre amongst the three? When calculated, tyre 1
gives us K0.062 per kilometre, tyre 2 it is Ko.125 per kilometre and
finally tyre 3 will give us K0.057 per kilometre. Our answer then will be
tyre 3 is the cheapest. Despite its high original cost, tyre 3 gives us the
lowest cost per kilometre.
In question 17, the idea was to know from those who have used this
concept if they have ever rated different brands of tyres. Unfortunately
not even one has ever carried out this exercise.
Table 22. If you have practiced it before, have you ever tried to rate different tyre brands based on
cpk?
Frequency Percent Valid Percent
Cumulative
Percent
Valid no 3 27.3 100.0 100.0
Missing System 8 72.7
Total 11 100.0
Chart 23. If you have practiced it before, have you ever tried to rate
different tyre brands based on cpk?
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27.30%
72.70%
Customers' rating of different tyre brands based on cpk.
NoMissing system
Coming to question 18 which sought to establish if those who rated
different brands using the CPK, have discovered the brand that has the
cheapest cost per kilometre. Again, basing on question 17, since no one
has ever rated the tyres, this question was a 100% unanswered.
Table 23. Based on such a rating which tyre brand gave
you the lowest cost per kilometre?
Frequency Percent
Missing System 11 100.0
Question 19 introduced one of the major service tyre suppliers provide.
This is the fleet inspection or the tyre survey service. In this service, the
provider checks the customer’s tyres in terms of the pressures, the tread
depth, the valve extensions, the valve caps, the missing studs and wheel
nuts and the way tyres are finishing. The report from this inspection will
alert the owner the fleet about any problems in his fleet so he can take
corrective measures. The intention here was to find out from the
customers if they have ever experienced or been offered this service.
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The responses showed that 54.5% have experienced this service while
36.4% have not. There was 1 no response representing 9.1%.
Table 24. Fleet inspection or tyre survey is a service offered by most renowned tyre suppliers, has any tyre
supplier ever offered this service to you?
Frequency Percent Valid Percent
Cumulative
Percent
Valid yes 6 54.5 60.0 60.0
no 4 36.4 40.0 100.0
Total 10 90.9 100.0
Missing System 1 9.1
Total 11 100.0
Chart 24. Fleet inspection or tyre survey, is a service offered by
most renowned tyre suppliers at no or less cost. Has any supplier
offered you this service?
54.50%36.40%
9.10%
Cusomers' experience with fleet inspection or tyre survey
YesNoMissing system
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Question 20 wanted to know from those who have used it if it was of any
help. 54.5% of the customers said yes that service helped them while the
other 45.5% did not respond probably representing those who have never
experienced this service.
Table 25. If yes was it of any help to your firm?
Frequency Percent Valid Percent
Cumulative
Percent
Valid yes 6 54.5 100.0 100.0
Missing System 5 45.5
Total 11 100.0
Chart 25. If yes, was it of any help to your firm?
54.50%
45.50%
Responses on whether custmer benefited from fleet inspection
YesMissing system
101
In question 21 possible benefits of fleet inspection were selected and
customers were asked to choose which of the benefits was as a result of
fleet inspection which was done for them. 9.1% said because of close tyre
monitoring, there were reduced tyre costs due t the fact that tyre
damages reduced and correct pressures were used, 36.4% believed since
drivers became aware of the dangers of tyre misuse and whatever was
regarded as tyre misuse and 18.2% said since the management of tyres
was left in the hands of professionals, it became easier to make decisions
to correct situations or to buy tyres.
102
Table 26. Please tell s amongst the following was a result of fleet inspection.
Frequency Percent Valid Percent
Cumulative
Percent
Valid Because of close tyre
monitoring there was
reduced tyre cost
because tyre damages
reduced and correct
pressures were used
1 9.1 14.3 14.3
operators became aware
of the dangers of
misusing tyres and what
was regarded as misuse
of tyres
4 36.4 57.1 71.4
Management of tyres
was left in the hands of
tyre experts which has
made it possible for
timely decision making
on tyre purchases
2 18.2 28.6 100.0
Total 7 63.6 100.0
Missing System 4 36.4
Total 11 100.0
103
Chart 26.The results of fleet inspection according to customers
14.30%
36.40%
18.20%
36.40%
Benefits of fleet Inspection
Reduced CostsOperator awarenessTimely decision makingMissing system
Question 22 was for those customers who have never experienced this
service. The question is whether they can be interested if offered this
service. The responses were 36.4% interested, 9.1% not interested and
54.5% did not respond.
Table 27. If you have never been offered this service before, would you be interested in it?
Frequency Percent Valid Percent
Cumulative
Percent
Valid yes 4 36.4 80.0 80.0
no 1 9.1 20.0 100.0
Total 5 45.5 100.0
Missing System 6 54.5
Total 11 100.0
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Chart 27. If you have never been offered this service, would you be
interested in it?
36.40%
9.10%
54.50%
Customers' responses on whether they wwould be in-terested in fleet inspection
YesNoMissing system
14.1.3 DISCUSSION ON CUSTOMERS QUESTIONNAIRE.
14.1.3.1 IntroductionThe customers’ relationship is always one of the most important
ratings of any progressive company’s performance. Failure to
establish and maintain good relationship with the customers will
entail failure to run the company. Customers are the reason why a
company is alive or else it should have closed long time ago. It is very
important for Trentyre, therefore, to go flat out to mend whatever
relationships have been severed due to the change of management.
This will be very difficult to achieve if there is no strategic leadership
105
in the running of the company. Whatever concerns customers bring
out must be taken seriously and corrected so that the company
changes its dented face and continue to grow.
In this part of chapter 12, my interest is to discuss and give meaning
to some of the answers of the customers. These can be investigated
further to come up the true picture of what is happening at Trentyre
and the other companies in general by conducting a national wide
survey. There is still resentment in the customers and that is why rate
is not overwhelming. There is also need to increase the sample size so
that the answers are more representative. Despite these
shortcomings, the few customers who responded brought out a
number of issues that can help Trentyre in many ways to improve
their operations. My analysis of the customers’ responses will look at
the following issues:
a. Trentyre relationship with customers
b. Trentyre’s customer service
14.1.3.2 Trentyre Relationship with Customers.In the questionnaire on customers, number 1 question wanted to know
how the relationship between customers and Trentyre was. Of the 11
respondents it was interesting that 4 said their relationship with
Trentyre was very good. This is a good sign that still is revered by
some customers. I would like to note one thing from the customers
answers when we combine this question with question 3. Those with a
relationship with Trentyre like them because of the product. If you
critically consider this question, 45.5 % of customers like Trentyre’s
product and not anything to do with management. This is my biggest
concern because this, to me, means management has no relationship
with customers. If a stronger brand than goodyear with good
management were to come on board, Trentyre will be in trouble.
There is a confirmation here from question 2. Those without the
relationship with Trentyre believe that Trentyre management do not
care about them. In this question, it is, to me clear that the
106
management at Trentyre has done little to counter the negative
publicity which was running rounds at the time of change of
management saying it was closing down. Management was supposed
to carry out a deliberate campaign both in the print and electronic
media to support the meagre personnel who were there then.
Strategic leadership as I defined it “is the learning of the complexities
of the organisation, the identification of strategic members of the firm
to make a team, the interpretation of the firm’s vision to other
employees, the motivating of other employees to achieve the
company’s vision and the involvement of all stakeholders in the
running of the firm (stakeholders such as the community, the
employees, the government, the customers and stockholders). Once a
leader satisfies these areas of the organization, failure will be far away
from sight. Customers can be involved by way of communicating with
them any changes affecting them such as price changes, delivery
schedules, reasons for failure to supply and also issues to do payment
schedules. Once these are communicated to customers by the top
management in writing, they cement relationship. One local customer
confided in me and said that Trentyre management is a management
of the rich organizations run by foreigners or whites. When the
company is Zambian company they do not visit them but ask Zambian
managers to go there. When it comes to credit facility, this is only for
those same rich organizations. He told me that he would rather deal
with other dealers who care about him. This certainly is a serious
allegation which borders on strategic leadership (regard all customers
as equal).
14.1.3.3 Customer ServiceWhen customers were asked to rate Trentyre in terms of service to
them, 36.4% of the customers politely said the company has to
improve its service, 27.3% said its service is very good while 9.1% said
Trentyre service is bad. While Trentyre must be proud that 27.3% of
the customers commended them for their service, i must mention it
here there is a lot they need to do. The 36.4% and the 9.1% who asked
107
the company to improve and out-rightly saying it was bad, calls for
Trentyre management to work hard that they dot lose those who use
its service but want it to improve.
Service is a strategic leadership tool which help an organization to
either go down or go up (close down or prosper). Service adds value to
a company’s sold products. Service ensures that the customer thinks
about going back to the company where he last bought a given
product whenever there will be need in future. In other words, it is
service which will cause a repeat purchase by a company’s clients.
Service is certainly futuristic. Is Trentyre offering the service that the
customers want? From the answers of the customers it is surely clear
that the customers are not happy with Trentyre. There are a lot of
gaps in Trentyre’s provision of service. I will take an example of the
fleet inspection, a very important service to the customers to help
them reduce costs, is not being emphasised to customers. Some
customers even said they have never bothered because they have not
seen the tangible results from this service. This is despite 54.5% of the
customers saying they have used this service before and they are very
aware of its service. This is because no one has proved to them that
there are savings in tyre costs through fleet inspection. The emphasis
is on selling the tyres and making profit. Whatever happens after the
sale is the customer’s baby. Even amongst managers, they feel it is a
waste of time to spend a couple of hours in the customer’s yard
conducting fleet inspection. And yet this is one of the best ways
Trentyre can flourish.
The best method of teaching customers the concept of cost per
kilometre is to conduct fleet inspection and give them reports on a
monthly basis. As can be deduced from the responses given by
customers, 63.7% do not know this concept. Moreover, those who
have used it before, they seem to find problems to know why they
used it. The about 36% of customers who have used cpk before, have
not gone further to apply it for its intended purpose.
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The growing importance of customer service to achieve high levels of
customer satisfaction and loyalty is widely acknowledged. Customer
service is recognized as an integral component of a firm's marketing and
logistics strategy aimed at enhancing market share and managing
logistics cost tradeoffs. In practice, customer service is the most cost-
effective component of the marketing mix and can be used to focus
marketing strategy on diverse customers' needs, which is extremely
important in highly competitive markets (Sharma & Lambert, 1994). In
addition, customer service is a key activity that integrates marketing. It
is not surprising that the most frequent functions performed by customer
service are marketing oriented such as customer complaints, sales
support, and logistics-oriented emergency orders, and product recalls
(Lancioni, 1995, p. 21). Customer service elements can be classified by
four multifunctional dimensions: time (for example, order cycle time),
dependability (for example, undamaged orders), communications (for
example, ease of order taking), and flexibility (for example, the ability to
recognize and respond to a customer's changing needs) (Gourdin, 2001).
Fundamental customer service attributes are availability, performance,
and reliability. Availability is the capability of having inventory when it is
desired by the customer. Performance deals with the time required to
deliver a customer's order and involves logistical commitment to
expected performance time and acceptable variance. Reliability refers to
consistency in quality and accuracy in information regarding order status
and operations (Bowersox & Closs, 1996; Bowersox et al., 2002).
Amongst the recommendations given by customers in question 6,
availability and time (performance) were mentioned. Reliability (quality)
was left out because all the customers believe goodyear is a very good
tyre.
a. Availability – Stock availability is a sure way of saying that you
know your market well. Trentyre must always be conscious of the
types of vehicles coming into the country and know what tyre sizes
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are on the market. Many customers feel frustrated to be told we do
not stock that size of a tyre or we do not have stock. For such a
customer to come back to Trentyre next time he needs tyres, even
if it is for a common size, chances are very low.
b. Time - when an order is made the period taken to deliver the
product to the customer’s premises is very important. For a
customer to make that order, it means he/she has got a need. Most
of the companies now order what they can use at that particular
time. This means if the product is not delivered on time, the
customer is inconvenienced or might lose business because of the
delay in the delivery of tyres.
To round-up on service, I would generally comment Trentyre
management for introducing a number of services to its customers
which literally free. This certainly a strategic leadership plus.
Services such as:
i. Free tyre fitting and balancing – our customers are offered
free tyre fitting when they buy the tyres. This to protect our
customers from losing their tyre through wrong fitting
methods. The customer will also not spend more than the
cost of a tyre.
ii. Free pressure checks – at Trentyre, one can have their
pressures checked for free. When pressures are found to be
low, a free pressure top-up is done for the customer.
iii. Free tyre inspection – Trentyre also offers tyre advice based
of a quick tyre inspection by our tyre fitters. This also a free
service.
iv. Trentyre on-site service – this is a service where expert tyre
fitters are stationed at the customer’s premises to carry out
all the tyre management on behalf of the customer. This is
the only fee that Trentyre charges due to the fact that there
are a lot of consumable materials such as glue, valves valve
110
caps and core valves used. The tyre is just like is an employee
of the customer involved. The fee that is charged cannot be
compared to the one which the customer can pay if they were
to use their own manpower. This is a saving on the part of the
customer and more business for Trentyre because such a
customer will always feel obligated to from them. This is
certainly a strategic leadership move.
15. ZAMBIA NORTH TOP MANAGEMENT’S RESPONSES
Despite the short-comings highlighted by employees and
customers, there are a number of scores that management has
achieved on the Copperbelt. I had time to talk to the Area Sales
Manager, who is the top most managers in Trentyre Zambia North,
and his responses were denying what employees and customers
said.
My first question to him was about what market share Trentyre had
when he took-over and his answer was that it more than 25%. As if
to follow-up on this question, question 9 wanted to find out what
market share Trentyre was commanding now. The answer here was
that it was less than 25%.
The above two (2) responses to me show that the performance of
Trentyre has completely gone down. From about 40% market share
when the new management took-over to less than 15% is a big
difference. This surely means that the competitors are giving
Trentyre a good run for their money.
In question 3, was to find out from the Regional Manager, his views
about the strength of the competition. His answer was that it is
moderately strong. This to me is a contradiction to the answers of
question 1 and 9. If the competition is moderate, to me they would
have grabbed at least 5% of the market share from Trentyre. Now,
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taking away about 25% of its market share is not moderate. This
means the competition is stiff. This can be confirmed from the loss
of companies such as Mopani, Chibuluma and NFCA by the
manager in question 7. These three companies went to the
opposition and surely no moderate competitor can win customers
of those magnitudes from a big tyre dealer like Trentyre.
In questions 3 and 4, the researcher wanted to know the
competitive advantages Trentyre had. The manager mentioned
price, product quality, management expertise, product support,
product range and response to customer needs as the major
advantages. His answer on this question is not totally agreeable by
the employees and the customers. On the question of price and
customers’ needs (service), the employees and customers agreed
on these as some of the reasons for the loss of customers to the
opposition. The customers said the prices of the Trentyre premium
brand, Goodyear, is very expensive compared to a comparable
Bridgestone tyre in the market. Some customers said it was
because of this that they have change to even buy Chinese tyres
which now performing comparably to the known brands such as
Michelin, Goodyear, Dunlop and Bridgestone. On the service,
36.4% of the customers said Trentyre needed to improve while
9.1% said Trentyre service is bad. This tells me that about 45.5% of
customers in the market are not happy with Trentyre service.
Basing on the customers’ responses, I would say that they are still
interested in the company’s products and its services and that is
why they are giving Trentyre the advice. The manager’s response
on service cannot completely be written off as wrong, because
Trentyre still gives a number of free services to its customers as
already pointed out in the preceding chapter. This is the reason
why a number of customers have continued the relationship with
Trentyre.
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There is no doubt Trentyre is a well managed tyre company in
Zambia supported by the biggest manufacturer in Goodyear Tyre
and Rubber Holdings. The Service levels must surely be high and
this is the expectation of its customers. The product quality and
management expertise are one of the best in Zambia. The product
range is very good such that Trentyre is able to supply any tyre
size, for any operation in the country; it be mining, agricultural,
logging or transportation, Trentyre is able to satisfy all those
markets. As the Regional Manager said in question 3, Trentyre is
also able to provide product support to its customers. One of such
product support is provided through the on-site tyre management.
In an effort to win back some of the customers lost to the
opposition, as asked in question 8, the Regional manager said the
company would market its product and services. He also said the
other way is to persistently visit the customers and continue
offering the product and services offered by the company. It is also
the manager’s belief that, in trying to win those lost customers, the
company is doing all its best to understand the customers and their
needs. This will make it easy to offer a complete product to them;
the tyre and all that goes with the tyre (service).
16. CONCLUSION
Strategic Leadership is a topic which is new to Trentyre Zambia
and many more other companies. This was the reason why I found
difficult to get any documented literature review on the same to
topic. Strategic Leadership as can be seen in most of its definitions
provides the vision and the direction for the success of the
organization. Strategic leadership deals with the change of attitude
in both management and operational employees. Change of
technology and other processes for running an organization cannot
113
succeed if the members of such an organization are not willing to
change their mind set. However, the behavioral change in
employees will be difficult to achieve if top leadership does not take
deliberate moves to make it happen. One of the easiest ways to do
this is to involve employees, in many ways, to make decisions about
issues affecting their areas of operations. The issue of salary,
communication with them, respecting their persona and medical
scheme came out clearly as contentious issues at Trentyre. It is
important for the company to mind these points raised by
employees and never trash them as mere rhetoric.
On the customers questionnaire it must be clear that they are not
happy with the Trentyre management, the prices of tyres and the
service. These are major success areas in any given successful
organization in the world. Failure to please customers in these
areas might mean the end of the company. Management at
Trentyre was advised through the responses to the questionnaire
that they should improve their service, they should keep enough
stocks of tyres and that they should charge competitive prices.
These are very important points raised by clients and Trentyre will
be wise to table them. The Trentyre/customer relationship is one
other worrying issue which Trentyre management must endeavor
to improve. The life of the company is dependent on the same
customers and they can easily go to competition should
management fail to adhere to their requirements.
From the responses coming out of the employees’ and customers’
questionnaires, it is clear that there is no communication amongst
them. This is a worrying point which certainly needs to be
corrected. While management must be commended for keeping the
company intact despite the negative publicity that went round that
Trentyre would close, many more areas seem not to have been
minded by the company. They did not consult conclusively to come
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up with the decision they took when they took over. In other ways,
according to my definition of strategic leadership, they didn’t fully
learn the complexities of Trentyre Zambia and hence made wrong
decisions. The termination of the Mopani and Chibuluma service
contract is one such wrong decision.
The question, however is, “did the new management provide
strategic leadership during the transition from the old management
to avert any loss of business?” The answer is certainly a big NO!
They believed in individualistic type of management. They did not
take into account teamwork as a very important tool in running the
company. They did not use the strategic leadership tool of scanning
the environment to know what all stakeholders are up to.
Stakeholders in this case are the employees, the community, the
customers, the competitors, the suppliers of raw materials, semi-
finished goods and finished goods and lastly the stockholders. A
strategic leader is supposed to know in advance what all these
players in the market are up to in order to make well informed
decisions such as averting a loss of a customer. Moreover strategic
leadership urges the manager to be visionary such that he has to
educate his juniors what the company’s vision is and what him,
himself as a leader believes in. The strategic leader is supposed to
be a consensus builder which the new leadership at Trentyre failed
to achieve. This made them lose some of the major customers like
Mopani, Chibuluma, Murry and Roberts, NFC Africa Mining and
Lubambe Copper Mine. As in the Area Sales Manager’s words,
hard work, persistence, product knowledge and putting the
customers first will be paramount in winning these customers. It
must be borne in the management’s mind that customer orientation
must mean putting into consideration all the customers’ needs as
pointed in the responses from the customers’ questionnaire.
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17. RECOMMENDATIONS
Taking into consideration the short comings of the Trentyre
management coupled with the teachings of strategic leadership, I
have the following recommendations:
1. Trentyre should establish 2 service teams; one for the South and
the other for the North of Zambia. These teams will be in charge
organizing fleet inspections with customers in their respective
areas.
2. Trentyre must establish effective channels of communication
with
a. Its employees who must be informed of all the happenings in
the company that affecting their welfare.
b. Its customers must always be informed about changes in the
company such as price, management and processes and
reasons for effecting those changes must be communicated to
them.
3. Trentyre must establish a deliberate education policy to
encourage all workers to take some courses in their areas of
operation. This will make them more enlightened be able to
understand the company’s vision and mission statement.
4. Trentyre must establish a medical scheme with some company
where the employees and their immediate families will be going
for medical attention.
5. Trentyre management must take a deliberate move to educate
its employees about the company’s vision and mission
statement. They might have been talking about it and yet
employees do not understand it.
6. To cement the bad relationship, Trentyre management must
make a program to visit all the customers in their database
irrespective of the size or the value of business they give the
116
company. These visits should also include customers who have
never dealt with Trentyre before.
7. Finally, I recommend to Trentyre management to take a
deliberate move to learn and apply the principles of strategic
leadership
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APPENDIX A. EMPLOYEES QUESTIONNAIRE
EMPLOYEES QUESTIONNAIRE
1. How long have you worked for Trentyre?
(a). Less than 3 years
(b). More than 3 years
(c). Less than 6 years
(d). More than 6 year.
2. Have you worked anywhere else apart from Trentyre?
(a). Yes
(b). No.
3. With your current experience with Trentyre, what do you like about
them?
(a). Good management .
(b). Good working conditions.
(c). Good relationship with other employees.
(d). Good initial training provided.
(e). Very conducive working environment.
(f). Involved in decision making.
(g).Good career development.
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4. In the same vein as above, what don’t you like about Trentyre?
(a). Poor working conditions
(b). Low salaries
(c). Lack of communication amongst employees
(d). Dad communication from management
(e). Lack of good leadership from management on the Copperbelt
(f). Volatile working environment
(g). Little or no refresher training provided
(h). Lack of consultation by management on issues affecting
employees welfare.
5. In your own words, what more would you like management to do to
your satisfaction. Provide three answers.
(i)__________________________
(ii)__________________________
(iii)_________________________
6. How is Trentyre fairing amongst all tyre dealers?
(a). Very well
(b). Not very well
(c). Trying
(d). Very bad.
7. If Trentyre is doing well what do you attribute this success to? Tick all
that are answers.
(a). Good prices
(b). Good products
(c). Good management
(d). Customer loyalty
(e). Product loyalty.
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8. If they are not doing well, what would you say are the causes?
(a). Poor management
(b). High prices
(c). Low quality products.
(d). Negative publicity about the company.
9. Have you witnessed any loss of a good customer? If the answer is yes,
what could have caused that loss?
(a). High prices
(b). Poor or no services
(c). Lack of foresight on the part of management.
10. Mention any big customer of Trentyre that has continued buying
tyres from them after the change of management. What do you think
have made them stick with Trentyre. (Please tick all that are answers).
(a). Our good tire management service
(b). Our good product
(c). Our good management
(d). Our good prices
(e). Our on time delivery
(f).Our other services mention any 2?
1................................2..............................
11. What do you think top management need to do to:
(a). Increase the number of customers base.
(b). Maintain the current loyal customers.
(c). Win back those that have gone to the completion on the
Copperbelt.
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a..........................................................................................................
............................................................................................................
.......................................
b..........................................................................................................
............................................................................................................
........................................
c...........................................................................................................
...................
...............................................................................................................................
................................................................................................................................
................................................................................................................................
APPENDIX B. CUSTOMERS’ QUESTIONNAIRE
CUSTOMER QUESTIONNAIRE
1. How is your relationship with Trentyre?
(a). Good
(b). Very good
(c). Bad
(d). No relationship at all.
125
2. If your relationship is not good or there is none at all, what would be
the reasons amongst the following: (You are free to choose more than
one answer).
(a). Management does not care about you.
(b). Bad product
(c). High prices
(d). Poor services
(e). Do not know about them
(f). They do not visit our company.
(g). We have got a contract with another tire company.
3. If you have a relationship with Trentyre, what would you say you like
about them? (You can choose even more than one answer)
(a). A good product (quality).
(b). Proactive management
(c). Good services
(d). Good prices
(e). Good tyre advice
4. How do you rate Trentyre services amongst the tire suppliers?
(a). Somehow good
(b). Need to improve
(c). very good
(d). Bad.
5. In your own view, what do you think about Trentyre as regards the
following:
126
(i).
Management.......................................................................................
..............
(ii).
Product.........................................................................................................
....
(iii). Services (Pre-sale and after-
sale) ...................................................................
6. If you wish please provide any recommendation in any area of
operation you fill Trentyre is behind or needs to work on.
1..........................................................................................................
....................2......................................................................................
........................................3..................................................................
............................................................4..............................................
................................................................................5..........................
............................................................................................
7. According to you, (those without a relationship with Trentyre) would
you deal with them if they were to fulfil the condition you have stated
above?
(a). Yes
(b). We are already committed to another contract.
(c). We will think about it
(d). No.
8. There are so many tyre brands in the market today, which is your
preferred brand or brands (pick many as you wish).
(a). Michelin
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(b). Dunlop
(c). Goodyear
(d). Bridgestone
(e). Toyo
(f). Khumo
(g). Yokohama
(h). Other, please specify.
9. Is or are the brands you have picked the one/s you buy?
(a). No
(b). Yes
(c). there is a mixture.
10. If no what would be you reasons?
(a). Price
(b). Product not readily available
(c). Poor services by the company dealing in the tyres
(d). Uncaring management of the tyre company involved.
11. If yes, what features are prominent that makes you like this brand?
(a). Good retreadability
(b). Durability
(c). It is cheaper than other brands
(d). It is available everywhere.
12. Have you ever used a Goodyear tyre before?
(a). Yes
(b). No
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13. If yes, how do you rate its performance?
(a). Good
(b). Very good
(c). Bad
(d). Very Bad
14. If you have never used Goodyear tyres, what could be your reason?
(a). Do not like the tyre
(b). It is of poor quality
(c). It is very expensive
(d). There has been no one who has offered Goodyear tyres to you
15. Do you the concept of cost per kilometre (cpk)?
(a). No
(b). Yes
16. If you do know it, have you ever practiced it?
(a). Yes
(b). No
17. If you have practiced it before, have you ever tried to rate different
tyre brands based on cpk?
(a). Yes
(b). No
18. Based on such a rating, which tyre brand gave you the lowest cost
per kilometre?
(a). Michelin
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(b). Goodyear
(c). Dunlop
(d). Bridgestone
(e). Toyo
(f). Khumo
(g). Yokohama
(h). Continental
(i). Other, please specify
19. Fleet Inspection or Tyre Survey, is a service offered by most
renowned tyre suppliers at no or less cost. It consist checking tyre
pressures, tread depth, missing wheel nuts and bolts and also monitoring
the general performance of the tyres. Has any tyre supplier ever offered
this service to you?
(a). Yes
(b). No
20. If yes, was it of any help to your firm?
(a). Yes
(b). No
21. Please tell us amongst the following was as a result of fleet inspection
(a). Because of close tyre monitoring, there was reduced tyre costs
because tyre damages reduced and correct pressures were used.
(b). Operators or drivers became aware of the dangers of misusing
tyres and what was regarded as tyre misuse.
(c). Management of tyres was left in the hands of tyre experts,
which has made it possible for timely decision making on tyre purchases.
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(d). Due to expert advice, durable tyres are now being used.
22. If you have never been offered this service before, would you be
interested in it.
(a). Yes
(b). No.
23. In your own words, please give us reasons for the answer you have
just given in question 22.
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APPENDIX C. TOP MANAGEMENT QUESTIONNAIREQUESTIONS-DIRECTED TO TOP MANAGEMENT.
1. What market share does Trentyre command in the Zambian tyre
market at present?
(a). Less than 25%
(b). More than 25%
(c). Just below 50%
(d). Above 50% but below 75%
(e). Above 75%.
2. How can you describe your competition in the tyre industry, especially
from the new companies?
(a). Stiff
(b). Moderate
(c). No competition at all.
3. What do you consider your strongest competitive advantage?
(a). Pricing
(b). Product quality
(c). Management expertise
(d). A combination of all the above.
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4. Apart from the advantages above, what other strengths do you have
which other tyre dealers do not have?
(a). __________________
(b). __________________
(c). __________________
(d). __________________
5. What would you say about your management’s expertise in terms of
their dealing with your customers?
(a). Very technically sound
(b). Sales experts
(c). Moderately trained
(d). There is need for re-training.
6. How have you managed to work with our competitors. (open question)
7. You have lost Mopani Copper Mines and some of Mopani & KCM
contractors. How much has this affected your turnover?
8. Is there anything you have done or you are doing to win back those
customers?
9. When you took over the running of Trentyre, what market share did
you find?
(a). Less than 25%
(b). Between 25-50%
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(c). Between 50-75%
(d). Above 75%.
10. What has caused the differences in market share in relation to
question 1? (you can choose more than one response)
(a). Loss of some major customers
(b). Poor salesmanship
(c). Increased competition
(d). Implementation of new management styles.
11. Lastly, but not the least, what would you comment on your managers
in the North about winning your lost customers?
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The Goodyear Blimp
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