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Strategic leadership techniques are the cornerstone to positive growth and prosperity within businesses and organizations. Implementing new management strategies and practices helps to ensure managers are optimizing their resources and driving innovation. The Encyclopedia of Strategic Leadership and Management investigates emergent administrative techniques and business practices being utilized within corporate and educational settings. Highlighting empirical research and best practices within the field, this encyclopedia will be an authoritative reference source for students, researchers, faculty, librarians, managers, and leaders across various disciplines and cultures.
This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top-- their experiences, abilities, values, social connections, aspirations, and other human features. The actions--or inactions--of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs); and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g., values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors). Strategic Leadership synthesizes what is known about strategic leadership and indicates new research directions. The book is meant primarily for scholars who strive to assess and understand the phenomena of strategic leadership. It offers a considerable foundation on which professionals involved in executive search, compensation, appraisal and staffing, as well as board members who evaluate executive performance and potential, might build their tools and perspectives.
This contributed volume provides new approaches, fresh ideas, valuable insights, and latest research in leadership—from strategic business (model) innovation to system design and humanity—and is a knowledge source and inspirational guide for scientists and practitioners alike.A key theme is the provision of an integrated perspective on leadership in strategy and communication which allow (senior) leaders, managing di-rectors, project managers, and individuals to (1) better link strategic busi-ness innovation and leadership and (2) shift to the new human self-lead-ership paradigm and in particularly leadership advances that consider ideas from multiple disciplines and transgenerational views. That includes a new understanding about knowledge, learning and change and how leaders re-discover and develop their human abilities, which include intui-tion/strength, balance and clarity, projection-reflection, and wisdom.This volume also makes an important contribution to the evolving aca-demic domain by providing the latest insights on trauma research, DNA healing, system (re)design, and growth & abundance mindset in the ad-vanced co-creation age.
Today’s organizations face difficult challenges in order to remain competitive—the quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership. In Becoming a Strategic Leader Rich Hughes and Kate Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations. Based on CCL’s successful Developing the Strategic Leader Program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach—thinking, acting, and influencing.
Despite recent advances in our understanding of how innovation and entrepreneurship impact the creation and appropriation of value, numerous questions remain unanswered. This volume draws together scholars working at the forefront of entrepreneurship-, strategy-, and innovation-related domains to explore these questions.
Examines the special characteristics that make services and the management of service organizations successful. Provides a comprehensive framework for service oriented businesses that stresses a streamlined service management system, the key components of which are market segment, service concept, service delivery system, image, and culture. Growth strategies and the nature of innovation are analyzed and amply illustrated. The role and principles of good leadership in service organizations form a crucial area of discourse. Topics such as the use of image and culture as management instruments, effective and persuasive communications, and ``high social technology'' are also explored.
This pioneering Handbook surveys the research landscape of strategic leadership in what is referred to as the ‘Fourth Industrial Revolution’: a fusion of technologies and systems which blurs the boundaries between the digital, physical and biological spheres.
This book examines the impact of CEOs on firm performance and focuses on their role in science-based innovation to answer the question, is it possible to lead highly complex R&D projects and innovation that you do not understand? Today, science and technology move so fast that even managers of R&D teams can become quickly disconnected from new developments. Similarly, business leaders may be required to lead organisations with technical knowledge beyond their own expertise. How to manage teams and retain respect and influence is a recognised challenge. Filled with insight from managers and CEOs in science and technology organisations, the book unlocks the skills required to balance the leadership and managerial needs of the organisation, motivate the technical teams and drive successful innovation in new product development environments. Due to the vital role played by experts in a chosen field of technical and scientific expertise, the book also describes what these specialists need and expect from their leaders. The book is required reading for managers in high tech and scientific environments – the CEO, CSO and the R&D manager. It can also be used as a classroom reference book on the management skills required for leading high-tech projects.