Strategic Leadership : How to Think and Plan

Every organization needs a strategic leader. This is the leader who steers the organization in times of change while motivating and inspiring their team. Strategic Leadershipencourages leaders to focus on tomorrow rather than yesterday. It explores the nature and origin of strategic leadership, transferable skills, and the art of inspiring others. It then describes the role of a strategic leader and broad functions of that role such as building and maintaining a team, achieving a common task, and motivating and developing the individual. It assesses skills needed to be effective, and the seven functions that make up the role of strategic leader.

John Adair is a leading authority on leadership and leadership development. He advises many organizations in business, government, education, health and the voluntary sector. Over a million managers worldwide have taken part in the Action-Centred Leadership programs he pioneered. Adair is the author of over 50 books, including the leadership classic Not Bosses But Leaders, (Kogan Page), and he continues to write and teach throughout the world.

List of figures	p. ix
List of tables	p. xi
About the author	p. xiii
Introduction	p. 1
The role	p. 5
Strategic leadership	p. 7
Military origins of strategic leadership	p. 8
Learning generalship	p. 12
The art of the commander-in-chief	p. 14
Transferable skills	p. 15
The art of inspiring others	p. 17
Key points	p. 19
The generic role of leader	p. 21
Group needs	p. 22
The three circles model	p. 23
Necessary functions	p. 24
The generic role of a leader	p. 24
A leader's qualifications	p. 27
The intellectual side of leadership	p. 29
Key points	p. 32
Levels of leadership	p. 33
Understanding organization	p. 33
Different leadership responsibilities	p. 36
The functions of strategic leadership	p. 38
Key points	p. 40
The seven functions	p. 41
Giving direction	p. 43
Purpose	p. 44
The reason why	p. 46
Values	p. 48
Vision	p. 49
Checklist: Giving direction	p. 51
Key points	p. 52
Strategic thinking and planning	p. 53
The military analogy	p. 54
The nature of strategic thinking	p. 55
Strategic planning	p. 57
Some principles to bear in mind	p. 61
Checklist: Strategic thinking and planning	p. 63
Key points	p. 64
Making it happen	p. 65
Controlling	p. 67
Controlling in organizations	p. 69
When things are going wrong	p. 70
The importance of teamwork	p. 72
The eight hallmarks of a high-performance team	p. 73
Checklist: Making it happen	p. 75
Key points	p. 76
Relating the parts to the whole	p. 79
Unitary and federal organizations	p. 80
Harmony at work	p. 81
Reviewing your organizational structure	p. 83
A good strategic leader always delegates	p. 89
Organizing yourself	p. 90
Checklist: Relating the parts to the whole	p. 94
Key points	p. 95
Building partnerships	p. 97
The three circles model	p. 98
Social relations in general	p. 100
Checklist: Building partnerships	p. 101
Key points	p. 102
Releasing the corporate spirit	p. 103
Asabiyah	p. 104
The force of purpose	p. 107
Checklist: Releasing the corporate spirit	p. 109
Key points	p. 110
Developing today's and tomorrow's leaders	p. 111
Case study: Learning to lead at your new level	p. 113
Checklist: Developing today's and tomorrow's leaders	p. 115
Key points	p. 116
Conclusion	p. 117
Index	p. 119
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Strategic Leadership : How to Think and Plan Strategically and Provide Direction

Summary

Author Biography

Table of Contents

Supplemental Materials