Strategic leadership : a multiorganizational-level perspective
著者
書誌事項
Strategic leadership : a multiorganizational-level perspective
Quorum Books, 1992
- : alk. paper
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注記
Includes bibliographical references (p. [275]-303) and indexes
内容説明・目次
内容説明
How useful are leadership studies to organizations trying to survive in today's increasingly changing environments and international competition? The answer to this rhetorical question is very useful, provided the studies move beyond the lower-level face-to-face work that comprises more than 90% of that conducted. This movement beyond provides the book's focus on strategic leadership, a crucially important area that looks at those individuals or teams with overall responsibility for the organization. As a key part of that thrust, the book emphasizes the cascading direct and indirect strategic leadership effects at various organizational levels. That is, it considers the impact of strategic leader tasks such as mission, goal, strategy setting and organizational design on the organization. This work considers other aspects including external environment, cognitive capacity, transformational and visionary leadership, culture and climate, and a number of aspects of organizational change. These areas are examined by a number of authors specializing in leadership, organization and strategy. Overall, the intent is to firmly embed leadership within organizations and to examine this in terms relevant to the organizational restructuring and related concerns of the 90's.
This book is directed primarily toward scholars, advanced students, and sophisticated practitioners with management, organizational behavior, organization theory, strategic management, public administration, or educational administration backgrounds.
目次
Preface Setting the Stage Strategic Leadership: An Introduction by Robert L. Phillips and James G. Hunt Leadership Requirements in Stratified Systems by T. Owen Jacobs and Philip Lewis Environment, Strategy and Structure Environmental Challenges for Strategic Leaders by David R. Segal Strategic Leadership and Restructuring: A Reciprocal Interdependence by Michael A. Hitt and Barbara W. Keats A Midrange Theory of Strategic Choice Processes by David A. Cowan, C. Marlene Fiol and James P. Walsh A Stakeholder Management Perspective on Strategic Leadership by John D. Blair and Joan B. Rivera Strategic Operational Leadership and the Management of Supportive Work Environments by William L. Gardner III and John R. Schermerhorn, Jr. Leadership Capabilities and Development Individual Differences in Strategic Leadership Capacity: A Constructive/Developmental View by Philip Lewis and T. Owen Jacobs Strategic Leadership Competencies by Marshall Sashkin Behavioral Complexity and the Development of Effective Managers by Robert Hooijberg and Robert E. Quinn Temporality and Dynamic Change Processes Stratified Systems Theory and Dynamic Case Study Perspectives: A Symbiosis by James G. Hunt and Arja Ropo Effecting Strategic Change: Biological Analogues and Emerging Organizational Structures by Robert L. Phillips and Catherine A. Duran Application and Concluding Commentary The Integration of Internal Operating Systems: An Application of Systems Leadership by Dandridge M. Malone Strategic Leadership: A Critique and Extension of the Stratified Systems Theory Perspective by Carlton Whitehead and Kimberly B. Boal Strategic Leadership: Some Concluding Thoughts by James G. Hunt and Robert L. Phillips Afterword by Robert J. House References Name Index Subject Index
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