Abstract
Strategizing the future of an organization requires a seamless integration between formulation and implementation. Carpenter and Sanders (2009) stated that well formulated plans are meaningful only when they are well-executed. Executing the strategy involves top-level managers and mid-level leaders who connect to the big picture communicated by the strategic leader. The intended strategy can only become realized strategy when strategic leaders use the appropriate implementation levers and their ability to allocate resources and draw support from stakeholders. A plan of action toward resonant leadership requires learning agendas that are flexible, feasible and personal.
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