- Hardcover: 288 pages
- Publisher: Jossey-Bass; 1 edition (February 16, 2005)
- Language: English
- ISBN-10: 0787968676
- ISBN-13: 978-0787968670
- Product Dimensions: 6.4 x 1 x 9.3 inches
- Shipping Weight: 1 pounds
- Average Customer Review: 4.0 out of 5 stars See all reviews (9 customer reviews)
- Amazon Best Sellers Rank: #696,153 in Books (See Top 100 in Books)
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Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success 1st Edition
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"If you manage anything of importance—from a company to functional area—read this book, and share it with your team. You’ll dog ear plenty of pages, and blow away your previous performance."
--Steve Wigginton, executive vice president, Neoforma, Inc.
"The authors write with authority and experience that works well to convince readers they have valuable information to convey. Their advice is specific, concrete and compelling, and the book provides many useful exercises."
--Amy Edmondson, professor, Harvard Business School
"Reader friendly and action packed. An excellent investment in your organization’s future success."
--Graham Tillotson, group executive vice president, The Delfield Group/Enodis
"This book is required reading for leaders at all levels within your organization. Crisp, concise, and practical, Hughes and Beatty have provided a roadmap that will enhance both effectiveness an sustainable competitive advantage."
--Jon Abeles, senior vice president, Catholic Healthcare Partners
"A refreshing addition to the writings on strategic leadership… it suggests, in immediate practical ways, how each organization member can become more engaged and more influential in developing the strategy that will shape their organization’s future."
--David Campbell, Smith Richardson Senior Fellow, Center for Creative Leadership
From the Inside Flap
Today's organizations face difficult challenges in order to remain competitivethe 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 Richard Hughes and Katherine 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 approachthinking, acting, and influencing.
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Top Customer Reviews
* Exhibit 7.1 Comprehensive Assessment of Your Strategic Thinking, Acting, and Influencing Skills - This can be a real eye opener for students and provides a baseline from which they can consider their strengths and weaknesses.
* Culture, Structure, and Systems - a checklist for considering various aspects of an organizational context for strategic leadership. I have students consider this checklist in light of their organizational context. They find this a useful tool from which to learn about strategic leadership and as an assessment opportunity for their organization.
* Strategic Team Review and Action Tool - very useful checklist for assessing a strategic leadership team.
So much good stuff packed into this book - leadership, decision making, assessment, strategy formulation, team work, organizational learning. An excellent book!
My primary interest in strategic leadership stems from my relentless search for better understanding of the thinking processes that go inside the heads of leaders. To be more precise, the strategy formulation processes! This has been by burning passion for more than two decades.
In this book, the authors have artfully as well as logically demonstrated how readers can exercise effective strategic leadership through their distinctive & systematic approach:
- strategic thinking (Chapter 2);
- strategic acting (Chapter 3);
- strategic influencing (Chapter 4);
These serve as the synergistic driving forces. In the authors' own words: Driving strategy as a learning process. (I am actually quite tempted to use the term, `syn-vergent' instead of `synergistic' [driving forces] as the former term was originally coined by Michael Gelb, in Thinking for a Change, which means `the art of balancing convergent and divergent thinking modes, logic and imagination, reason and intuition.' In the current book under review, the authors contend that strategic thinking engages the heart as well as the head.)
With an excellent introduction in Chapter 1, Chapter 6 shows how readers can apply the above approach in the broader organizational context.
Chapter 7 sums up the book: Becoming a Strategic Leader, using surfing as a metaphorical platform (I like it!) - keeping your balance while learning the best path to follow amid constantly changing conditions.
Throughout the book, the authors discuss in depth the specific competencies & perspectives related to each of the above driving forces, as well as their interdependency in producing a more wholistic (or more appropriately, `syn-vergent', as explained above) & meaningful strategy.
In conclusion as a whole from the standpoint of reader friendliness & action-packed learning, I rate this wonderful book a 5.
So, readers, please add this book to your Strategic Thinker's Bookshelf.
Attention Readers: To complement as well as to reinforce your understanding of Chapter 2 of this book, please read `Choosing the Future: The Power of Strategic Thinking', by Stuart Wells.
Dr. Christopher Evans
The book proposes a model of strategic leadership composed of three large competency clusters: strategic thinking, strategic acting and strategic influencing and then it explains and analyze each of these clusters, providing, not only a theoretical explanation of the different skills but also examples, tools and activities to develop them.