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The Leadership in Action Series: On Strategic Leadership

Book Description

Today's turbulent business environment requires strategic leadership that is systemic, focused on the future, and oriented toward change. Leaders who can foster greater strategic clarity, make stronger connections between strategy and tactics, and broaden their own and others' perspectives will contribute to the enduring success of their organizations. This collection of sixteen pieces explores the important and fascinating topic of strategic leadership from a number of angles. Readers will come away with newly formed thoughts on what strategic leadership is and how they might develop it in themselves and others.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. CONTENTS
  5. INTRODUCTION
  6. Strategic Command: Taking the Long View for Organizational Success
    1. GOING LONG
    2. COMING UP SHORT
    3. GATHERING INFORMATION
    4. LINKING UP
    5. DATA OVERLOAD
    6. CARRYING IT OUT
    7. MAKING YOUR MARK
    8. WHO’S RESPONSIBLE
    9. WORKING TOGETHER
  7. Strategic Aims: Making the Right Moves in Leadership
    1. LEARNING ENGINES
    2. OPPORTUNITIES ABOUND
    3. THREE SKILLS
    4. ADVANTAGE GAINED
  8. Getting It Done: Four Ways to Translate Strategy into Results
    1. OPERATIONAL PLANNING
    2. CLARIFYING ROLES AND OBJECTIVES
    3. MONITORING OPERATIONS AND PERFORMANCE
    4. SOLVING OPERATIONAL PROBLEMS
    5. COMBINING BEHAVIORS
    6. TIME TO FOCUS
  9. Making Strategy Real: Bringing People Together Toward a Common Cause
    1. KEY DRIVERS
    2. FIRST THINGS FIRST
    3. ON THE SAME PAGE
    4. A LEARNING PROCESS
    5. TO THE CORE
  10. Knowing and Doing: How to Put Learning Where the Work Is
    1. PLANNING STEPS
    2. ON THE PATH
    3. NEW GROUND
    4. OUT WITH THE OLD
  11. Learning by Design: Developing an Engine for Transforming Your Company
    1. CLOSING THE GAP
    2. FOCUS ON BUSINESS
    3. FINDING SUCCESS
    4. HIGH STAKES
  12. Getting It Together: The Leadership Challenge of Mergers and Acquisitions
    1. LEADERSHIP’S ROLE
    2. DIFFERENT CULTURES
    3. REINFORCING VALUES
    4. BUILDING THE NEW
  13. Analyze This: Six Steps to Leveraging People Investments
    1. GOING FOR IT
    2. GETTING FOCUSED
  14. Leading Together: Complex Challenges Require a New Approach
    1. FACING THE UNKNOWN
    2. NO GOING IT ALONE
    3. DEFINING THE TASKS
    4. THREE CAPABILITIES
    5. MAKING GAINS
  15. Inside Out: Transforming Your Leadership Culture
    1. POWER OF CULTURE
    2. DRIVING BEHAVIOR
    3. HIDDEN DIMENSIONS
    4. THREE AREAS
    5. GETTING STARTED
  16. Ending the Board Game: New Leadership Solutions for Companies
    1. INSIDE KNOWLEDGE
    2. DUAL TITLES
    3. SPLIT DECISION
    4. PROCESS PILOT
    5. MAKING HEADWAY
    6. WHAT’S AHEAD
  17. Battles and Beliefs: Rethinking the Roles of Today’s Leaders
    1. WORLD OF COMBAT
    2. DEVELOPING HEART
    3. SPINNING MAGIC
    4. FINDING A GUIDE
  18. Being Responsible: Boards Are Reexamining the Bottom Line
    1. DIFFERENT MEANINGS
    2. BOARD ISSUES
    3. VALUABLE LESSONS
  19. Rising to the Challenge: How to Develop Responsible Leaders
    1. CONSIDER THESE
    2. REFLEX ACTION
    3. THE IMPLICATIONS
    4. VALUABLE EXPERIENCE
  20. Capital Ideas: Enhancing the Power of Human Assets
    1. ACTIONS AND REACTIONS
    2. COMBINING BEHAVIORS
    3. HR PROGRAMS
  21. Good Choices: Making Better Decisions by Knowing How Best to Decide
    1. LESSONS OF EXPERIENCE
    2. HURDLES AHEAD
    3. FINDING A PROCESS
    4. FIVE FACTORS
    5. PROVEN MODEL
  22. ABOUT THE CONTRIBUTORS