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Strategic Leaders and External Stakeholders

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A Soldier's Life by Carlo D'Este.

Make an argument that Eisenhower was either effective or ineffective in managing stakeholders. Support your assertion by discussing Eisenhower's management of an external stakeholder using the "Power/Interest Matrix for Stakeholder Assessment" found within Steve Gerras's article, "Communication with External Audiences: A Stakeholder Management Approach." Additionally, using Fisher and Ury's negotiation theory, give an example of Eisenhower's successful or unsuccessful use of a "Principled Negotiation" method, as described in the course readings from Fisher and Ury's book, "Getting to Yes."

Ensure your answer demonstrates your understanding of Gerras's Stakeholder Management theory, and Fisher and Ury's Principled Negotiation theory, and not merely your understanding of the Eisenhower case study.

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Alignment of strategic leaders with external stakeholders is discussed in a structured manner in this response. The related references are also provided.

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Eisenhower was effective in managing stakeholders.
Power/ Interest Matrix for Stakeholder Assessment: From the perspective of this matrix, there are four quadrants. The two dimensions of the matrix are power and interest. Those in the matrix with significant power and having a high interest in what the leader is doing are located in the manage closely matrix. For those in the high power/low-interest quadrant, the leader needs to keep them satisfied. For those in the low power/high-interest quadrant, the leader ensures that the group is kept informed. For those stakeholders in the low power/ low interest, the leader simply needs to monitor them to assess whether an issue or change in the environment moves them into a position of high power or high interest. Eisenhower's management of an external stakeholder that is Churchill was achieved through close management.

One during the negotiations, Eisenhower wanted to ask for and got operational control of both tactical and strategic air forces (3). The external stakeholder Churchill had through his Air Commanders opposed Eisenhower's control over air forces. Eisenhower assumed command of SHAEF in January 1944 and closely watched the performance of the allied air force. When Pointblank failed he become the commander of the air forces.

Eisenhower was effective in managing stakeholders.
Power/ Interest Matrix for Stakeholder Assessment: From the perspective of this matrix, there are four quadrants. The two dimensions of the matrix are power and interest (2). Those in the matrix with significant power and having a high interest in what the leader is doing are located in the manage closely matrix. For those in the high power/low-interest quadrant, the leader needs to keep them satisfied. For those in the low power/high-interest quadrant, the leader ensures that the group is kept informed. For those stakeholders in the low power/ low interest, the leader simply needs to monitor them to assess whether an issue or change in the environment moves them into a position of high power or high interest. Eisenhower's management of an external stakeholder that is Churchill was achieved through close management.

One during the negotiations, Eisenhower wanted to ask for and got operational control of both ...

Solution provided by:
Hatim Baxamusa, MBA
Education
  • BSc , University of Calcutta
  • MBA, Eastern Institute for Integrated Learning in Management
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