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Making strategic leaders[electronic resource] /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.4092
書名/作者:	Making strategic leaders/ Narendra Laljani.
作者:	Laljani, Narendra.
出版者:	Basingstoke : : Palgrave Macmillan,, 2009.
面頁冊數:	xv, 231 p. : : ill. ;; 23 cm.
標題:	Executive ability.
標題:	Leadership.
標題:	Strategic planning.
ISBN:	9780230248632
ISBN:	0230248632
書目註:	Includes bibliographical references and index.
內容註:	Research 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 --.
摘要、提要註:	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 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.
電子資源:	access to fulltext (Palgrave)

Making strategic leaders[electronic resource] /
Laljani, Narendra.

Making strategic leaders[electronic resource] /Narendra Laljani. - Basingstoke :Palgrave Macmillan,2009. - xv, 231 p. :ill. ;23 cm.

Includes bibliographical references and index.

Research 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 --.

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 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.

Electronic reproduction.
Basingstoke, England :
Palgrave Macmillan,
2010.

Mode of access:World Wide Web.

ISBN: 9780230248632

Standard No.: 10.1057/9780230248632doiSubjects--Topical Terms:

193568
Executive ability.
Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HD57.7 / .L36 2009

Dewey Class. No.: 658.4092

Making strategic leaders[electronic resource] /
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300 $a xv, 231 p. : $b ill. ; $c 23 cm.
504 $a Includes bibliographical references and index.
505 0 $a Research 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 --.
520 $a 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 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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