The dimensions, development, and deployment of strategic leader capability

This research – which was motivated by a perceived gap between thereality of the world of the strategic leader and leadershipdevelopment practice - offers an integrated perspective on thedimensions, development, and deployment of strategic leadercapability. In the first of three thematically linked projects, aconceptual framework was developed based on four key dimensionsof capability: judgement, the strategic conversation, contextualmastery, and behavioural complexity. In the second project, empiricalfindings from in-depth qualitative interviews with individuals instrategic leadership roles corroborated and enriched the framework;highlighted the importance of informal learning; and emphasised therole of mentors and stretch assignments as formative developmentprocesses. In addition, critical reflection, through either informal orformal processes, played an important “sense-making” anddevelopmental role. In the third project, action research involving twoformal leader development interventions was undertaken with theobjective of developing strategic leader capability while deliberatelymanaging the influential development processes identified. Theresults indicated that while strategic leader capability can be learned,and that key development processes can be simulated with varyingdegrees of success, positive performance outcomes also require highself-efficacy. Based on these findings, a model is presented whichlinks together strategic leadership capability, major developmentprocesses, self-efficacy, context, and performance outcomes. Theresearch raises numerous interesting questions with significantimplications for strategic leader performance and development, aswell as the leader development industry.