Becoming a Strategic Leader : Your Role in Your Organization's Enduring Success
| Year of publication: |
2013 ; 2nd ed
|
|---|---|
| Authors: | Hughes, Richard L. |
| Other Persons: | Beatty, Katherine M. (contributor) ; Dinwoodie, David (contributor) |
| Publisher: |
Hoboken : Wiley |
| Subject: | Strategisches Management | Strategic management | Führungsstil | Leadership style | Qualifikation | Occupational qualification |
| Description of contents: | Description [swbplus.bsz-bw.de] |
| Extent: | Online-Ressource (354 p) |
|---|---|
| Series: | |
| Type of publication: | Book / Working Paper |
| Language: | English |
| Notes: | Description based upon print version of record Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success; Copyright; Contents; Preface; Acknowledgments; About the Authors; Introduction; The Changing Nature of Strategic Leadership; The Contents of This Book; The Audience for This Book; Chapter 1: What Is Strategic Leadership?; The Definition and Focus of Strategic Leadership; IBM: A Strategy Story; Digital Equipment Corporation: A Strategy Story; What Makes Strategic Leadership Different?; Scope; Duration; Organizational Change; Who Should Be Strategic?; What Do Effective Strategy Makers Do? Strategy Is a Learning ProcessAssess Internal and External Environment; Clarify Mission, Vision, and Values; Discover and Prioritize Drivers; Create Business Strategy; Develop Leadership Strategy; Execute, Perform, and Learn; How Are Leaders "Strategic"?; Direction, Alignment, and Commitment; Key Leadership Challenges; Individual Skill Sets; What Lies Ahead; Chapter 2: Strategic Thinking; The Mindset of Strategic Thinking; Strategic Thinking Is a Collective Process; Strategic Thinking Is About the Present, Not Just the Future Strategic Thinking Has an Artful Side as Well as a Rigorous and Analytical SideDeveloping Your Strategic Thinking; Scanning; Visioning; Reframing; Making Common Sense; Systems Thinking; How Strategic Thinking Relates to Acting and Influencing; Chapter 3: Strategic Acting; The Mind-Set for Strategic Acting; Only Some Actions Are Strategic; Strategic Acting Is Both Short Term and Long Term; Strategic Acting Is an Opportunity for Learning; Strategic Decisions Always Involve Uncertainty; Strategic Acting Competencies; Act Decisively in the Face of Uncertainty; Foster Agility Create Alignment by Setting Clear Strategic PrioritiesHow Strategic Acting Relates to Thinking and Influencing; Chapter 4: Strategic Influence; Influence That Is Strategic in Nature; The Mind-Set of Strategic Influence; Strategic Influence Requires More Than Persuasion; Strategic Influence Is Far Reaching; It's as Important to Be Open to Influence as It Is to Influence Others; Strategic Influence Starts with a Hard Look at Yourself; Developing Your Strategic Influence Capability; Building Trust; Managing the Political Landscape; Spanning Boundaries; Involving Others Connecting at an Emotional LevelBuilding and Sustaining Momentum; Connecting Influencing to Thinking and Acting; Chapter 5: Strategic Leadership Teams; The Definition and Role of Strategic Leadership Teams; SLTs Exist Throughout the Organization; The Top Management Team as an SLT; Why SLTs Struggle; Making Strategy a Learning Process in SLTs; Assessing Internal and External Environments; SLT Mission, Vision, and Values; Strategic Drivers and Business Strategy; Leadership Strategy; Performing; How the Harlequin Leadership Team Made Strategy a Learning Process Assessing the Competitive Environment |
| ISBN: | 978-1-118-56723-4 ; 978-1-118-57315-0 ; 978-1-118-56723-4 |
| Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10011830544