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20221103110549.0 |
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|a0230248632
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|a9780230248632
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7
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|a10.1057/9780230248632|2doi
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|aUKPGM|beng|cUKPGM|dNOU
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|aAPTA
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14
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|aHD57.7|b.L36 2009
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082 |
04
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|a658.4092|222
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1
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|aLaljani, Narendra.
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|aMaking strategic leaders|h[electronic resource] /|cNarendra Laljani.
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260 |
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|aBasingstoke :|bPalgrave Macmillan,|c2009.
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300 |
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|axv, 231 p. :|bill. ;|c23 cm.
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|aIncludes bibliographical references and index.
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0
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|aResearch Agenda -- The Strategic Leader -- A Conceptual Framework ofStrategic Leader Capability -- Patterns in the Dimensions and Employment of Strategic Leader Capability -- Developing Strategic Leaders: A New Synthesis --.
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|aMuch 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 organisations. 'Areyou suggesting that Bill Gates did a strategic analysis of the software industry when he was building Microsoft?' An insightful question froman incredulous MBA student, and a growing belief that managers are being seduced by overly simplistic analytical frameworks, led author Narendra Laljani to consider if there is more to strategy than planning and analysis, more to leadership effectiveness than self-awareness and vision, and more to effective executive development than a high-impact classroom experience.Motivated by a desire to improve the effectiveness ofthe development of strategic leaders, this study unites the domains ofstrategy and leadership. It offers a new and insightful model of strategic leader capability, and explores what it is and how it may be developed and deployed effectively. In the process, Making Strategic Leaderschallenges much of the received wisdom of the leader developmentindustry, and offers new approaches.
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|aElectronic reproduction.|bBasingstoke, England :|cPalgrave Macmillan,|d2010.|nMode of access:World Wide Web.|nSystem requirements: Web browser.|nTitle from title screen (viewed on Jan. 11, 2010).|nAccess may be restricted to users at subscribing institutions.
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|aExecutive ability.
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0
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|aLeadership.
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650 |
0
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|aStrategic planning.
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7
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|aElectronic books.|2local
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2
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|aPalgrave Connect (Online service)
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|cOriginal|z9780230577497|z0230577490|w(OCoLC)373479064
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|pEB|dHD57.7|eL195|y2009
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40
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|3Palgrave Connect
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|3Palgrave Connect|uhttp://www.palgraveconnect.com/doifinder/10.1057/9780230248632|zaccess to fulltext (Palgrave)
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