Download e-book for iPad: Becoming a Strategic Leader - Center for Creative Leadership by Richard L. Hughes

By Richard L. Hughes

In the second one version of the best-selling Becoming a Strategic Leader, Richard L. Hughes, Katherine Colarelli Beatty, and David L. Dinwoodie draw from the heart for artistic Leadership's (CCL) acclaimed best Strategically application to supply executives and bosses a accomplished method of strategic management that reaches leaders in any respect degrees of organizations.

This completely revised variation concentrates on useful instruments for generating influence instantly. The authors position particular emphasis on 3 crucial strategic elements: learning and prioritizing strategic drivers, which make certain sustainability and competitiveness; management procedure, which ignites the connections among humans serious to enacting the company method; and the way to foster the person and organizational studying that's foundational to sustained performance.

The authors and different management improvement execs have used the precise and systematic procedure defined during this ebook with nice good fortune in CCL's major Strategically software. the second one variation additionally includes stronger self-assessments that aid to align the book's classes realized with the program's present practices.

Readers will locate clean feedback approximately constructing the person, crew, and organizational abilities wanted for associations to turn into extra adaptable, versatile, and resilient. those are severe strategic attributes in a time of ever extra swift swap, higher uncertainty, and globalization.

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Extra info for Becoming a Strategic Leader - Center for Creative Leadership

Sample text

The danger of this myth—that strategic leadership is reserved for those at the top—is that those lower in the organization will consciously or unconsciously believe it, will not see themselves as strategic leaders, and therefore will not behave as strategic leaders. The plethora of big-name CEOs who have been very successful leading their companies—both past and present—perpetuates this myth. Names such as Henry Ford, Jack Welch, Lou Gerstner, and Andrew Carnegie bring to mind the image of people so bright and so good that they can single-handedly know the best direction for their companies, set the processes in motion to get there, and ensure that the company stays on track.

Where Strategic Leadership Falters Creating sustainable competitive advantage for an organization is no easy task. It requires bright and capable people, but that is not enough. For example, the employees of Digital Equipment Corporation were smart enough to develop new technologies that pushed the technology industry forward. ” (Gerstner, 2002, p. 42). If the level of intelligence among its workforce did not differentiate IBM from DEC, then what did? What keeps organizations and their leaders from being successfully strategic?

The critical issue for strategic leaders is how to make changes that progressively build on each other. The right changes represent an evolving enhancement of the organization’s vitality. They are changes that help an organization endure in the midst of a dynamic environment, not changes that sap energy and that, cumulatively, don’t reflect developing capabilities and value. TLFeBOOK WHAT IS STRATEGIC LEADERSHIP? 19 Imagine yourself again as the surfer we described at the beginning of this chapter.

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