Executive summary
This report discuss two aspects of corporate strategy. In task A, it is compared classical model of strategic management and emerging view of strategic management and also it is analyzed the extent that emerging view of strategies challenge classical model of strategic management. The classical model of strategic management is the rational and formal approach to attain its objectives while emerging view of strategic management does not originate from conscious strategic planning but rather from a variety of ad hoc decisions that may have been taken lower in the hierarchy and that were not immediately recognized as having strategic significance. In current dynamic business environment, many organizations move to emerging view of strategic management from classical model of strategic management. Although the emerging strategy may help the company to expand in an unsteady environment, the classical model can also give the organization stability and goal congruence. Even though, emerging strategies are used by many organizations, the classical approach to strategic management continues to be the dominant strategy in the corporate world. Therefore, emerging strategies are not a significant challenge for classical model, but companies can use both approaches considering the situation.
In task B, it is analyzed the importance of leadership in the process of strategy development and implementation. Black and Mouton’s leadership grid has been used to analyze the suitable leadership style for strategic management and implementation. According to the model, team management and middle of the road management are the suitable leadership styles for strategic management and implementation. Further, this report evaluates the situational leadership and visionary leadership styles. The individual who is able to adapt to the external environment elements with ease and make the process of achieving aims flexible and doable in spite of the external challenges is known as a situational leader. The visionary leader is the leader with a future vision who is able to forecast the future macro environmental factors and make the organization prepared to face such occurrences. Both these styles of leaders have different approach to leadership, however both styles can positively influence to the strategic management and implementation.

Task A

1.0 Introduction
Corporate strategy means the specific actions a business takes to advance and realize its strategic goals (Stobierski, 2020). CIMA (UK) defines strategy as a course of actions, including the specification of resources required, to attain specified objectives (CIMA, 2007). Michael Porter and Henry Mintzberg are two gurus who developed two contrast views on corporate strategy.

1.1 Classical model of strategic management
Porter’s theories on strategy mainly emphasized on deliberate strategy which is the result of intentional, methodical, and planned activity on the part of an organization and its leadership (Stobierski, 2020). This can be identified as classical model of strategic management. According to classical model of strategic management, corporate strategy need to be determined on the state of the market and company’s position within it. Organizations should assess their key competencies and focus on or research markets where those competencies could be used. The classical model of strategic management is the rational and formal approach to attain its objectives. More often, top down planning method is used in this approach. It entails the thoughtful creation, assessment, and selection of strategies with the intention of creating a cogent long-term course of action to achieve objectives (Diasz, 2017). This approach of strategic management has been proven success for a long time in business world.
There are many benefits of this approach. It keeps businesses from concentrating on long term results and it makes management team more proactive (Diasz, 2017). It guarantees that everyone within the organization is pursuing the same objectives. It make possible to inform everyone inside the organization of what is expected of them (Diasz, 2017). It provides basis for strategic control which provides clear targets enabling to review the success of the strategy.