Making Strategic Leaders

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ISBN: 9780230577497 | 0230577490
Cover: Hardcover
Copyright: 11/15/2009

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Much has been written about leadership, as well as about strategy and the strategic process. However, there has been relatively little focus on the individual in a strategic leader role, and the particular challenges of shaping strategic direction and change in organisation.

List of Figures and Tables	p. xi
Acknowledgements	p. xiii
Introduction	p. xiv
From Classroom to Boardroom: A Gap in Knowledge and Practice	p. 1
The problem	p. 1
Research overview	p. 4
Purpose	p. 4
Objectives	p. 4
Philosophical orientation	p. 5
Approach	p. 6
The Strategic leader	p. 9
Introduction to Phase I	p. 9
Methodology	p. 10
Perspectives on strategy and the strategic process	p. 11
Strategy	p. 11
The strategic process	p. 12
Strategic process typologies	p. 13
Bridging the planning/learning divide	p. 18
The strategic process: A dynamic view	p. 19
The strategic leader	p. 21
Resource-based view	p. 21
Strategic leadership perspective	p. 22
Roles in the strategic process	p. 24
Key themes	p. 28
Strategic Leader Capability: A Conceptual Framework	p. 30
Thinking and acting strategically	p. 30
Orientation and animation, direction and action	p. 32
Strategic paradoxes	p. 36
Cognitive and behavioural complexity	p. 39
Cognitive complexity: A closer look	p. 44
Behavioural complexity: A closer look	p. 47
The strategic conversation	p. 50
Contextual challenges	p. 59
The interpretive and inertial challenge	p. 62
A Conceptual framework of strategic leader capability	p. 65
Strategic Leader Capability: Field Notes	p. 70
Introduction to Phase II	p. 70
Methodology	p. 71
Some voices: The dimensions of strategic leader capability	p. 74
Scene setting: The strategic leader role	p. 74
The nature of the strategic conversation	p. 75
The importance of contextual mastery	p. 81
Behavioural complexity and mobilizing people	p. 85
Strategic paradoxes and judgment	p. 92
Summary of findings on dimensions of capability	p. 95
Some voices: The development of strategic leader capability	p. 98
Informal learning	p. 100
Formal learning	p. 109
Summary of findings on development of capability	p. 116
Developing Strategic Leaders: An Integrated View	p. 117
Introduction to Phase III	p. 117
Exploring informal learning	p. 118
Learning from experience	p. 119
The limitations of informal learning	p. 120
Mentors and developmental relationships	p. 121
The impact of mentors	p. 121
Formal versus informal mentoring process	p. 123
Making formal mentoring process	p. 125
Limitations of the mentoring process	p. 125
Other developmental relationships	p. 125
Accelerated learning and mastery experiences	p. 126
Development through stretch	p. 130
Formative development experiences on the job	p. 130
Assessing development potential of work experiences	p. 133
The role of hardships	p. 134
The limitations of stretch experiences	p. 136
Managing stretch: Organizational considerations	p. 137
Critical reflection	p. 138
Sense-making	p. 140
Intergrating the development processes	p. 141
Leader Development Interventions: Action Research	p. 143
Overview of the interventions	p. 143
Methodology	p. 143
The leadership circle	p. 145
Stretch assignment	p. 149
Workshop	p. 151
Mentoring	p. 152
Networking	p. 157
Mapping learning processes with abilities	p. 158
Developmental outcomes	p. 159
The Top Leader Journey	p. 160
Stretch	p. 165
Peer mentoring	p. 166
Structured reflection	p. 166
Networking	p. 167
Developmental outcomes	p. 169
Self-confidence and self-efficacy	p. 173
The role of self-efficacy	p. 174
Self-efficacy and leader performance	p. 175
Self-efficacy and leader development	p. 176
Making strategic Leaders: Some Reflections	p. 180
Towards a new synthesis	p. 180
Findings: The dimensions of strategic leader capability	p. 182
Findings: The development of strategic leader capability	p. 186
Findings: The deployment of strategic leader capability	p. 193
A theoretical overview	p. 196
Implications for practice	p. 198
The individual	p. 198
The organization	p. 199
The developers	p. 202
Further research: A springboard	p. 204
Conclusion	p. 205
Appendices	p. 206
People	p. 206
Informal panel of experts	p. 206
Participants in face validity focus groups	p. 206
Participants in interviews	p. 206
Leadership circle participants	p. 207
Top Leader Journey participants and facilitators	p. 208
Questionnaires	p. 208
Questionnaire	p. 208
Post-programme questionnaire for leadership circle participants	p. 209
Pre-programme questionnaire for Top Leader Journey participants	p. 210
Post-programme questionnaire for Top Leader Journey participants	p. 212
References	p. 214
Index	p. 229
Table of Contents provided by Ingram. All Rights Reserved.

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