The paper tells that at the three main levels, strategic leadership is tasked with providing the scope and direction that is needed to assist in the pursuit of success in the organization. A key component of this success is derived from the effective management of continuous change through improving both people and procedures. Therefore, all the executives, as well as the managers, should possess the necessary instruments needed for strategic creation and execution while being ready to use the same instruments rapidly. Managing in an environment that is characterized by change and uncertainty needs leaders who are strategic con steadily maintain a sense of direction while at the same time developing ownership objectives as well as goals within the groups they are supposed to lead. The blend between an analytical perception that is used to develop processes for a winning strategy and a human element that enables the managers to create effectively, inspired and accomplished teams is important to the success of strategic leadership. More often than not, strategic leadership fails since the right equilibrium between the two perspectives is not achieved. In the event that there is a high concentration on the execution as well as the outcome while disregarding the human dimension, the leader will be perceived as a taskmaster and the individuals who are demoralized will not have the motivation to perform. If the leaders pay more attention to the human dimension and forget about the process and the work ethic, then the situation at work will be similar to one at a country club which is a good place to work with very little distinction about what people are supposed to do. Therefore, successful strategic leadership should be carefully balanced between analytics and the process development as well as the human dimension.