Richard L. Hughes's Becoming a strategic leader: your role in your PDF

By Richard L. Hughes

Contemporary corporations face tough demanding situations with a purpose to stay competitive-the quickening speed of switch, expanding uncertainty, transforming into ambiguity, and complexity. to satisfy those demanding situations, enterprises needs to expand the scope of management accountability for strategic management and have interaction extra humans within the strategy of management. In turning into a Strategic chief wealthy Hughes and Kate Beatty from the heart for artistic management (CCL) supply executives and executives a guide for enforcing a strategic management procedure that reaches leaders in any respect degrees of agencies. in line with CCL's profitable constructing the Strategic chief software, this ebook outlines the framework of strategic management and comprises sensible feedback on how you can increase the person, group, and organizational talents wanted for associations to turn into extra adaptable, versatile, and resilient. The authors additionally exhibit how person managers can workout powerful strategic management via their specified and systemic approach-thinking, appearing, and influencing.

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But that greatness was not sustained. What Makes Strategic Leadership Different? What led IBM to thrive, but DEC to die? Why was IBM able to weather a very difficult storm, make necessary changes, embark on a new path, and reach success in a new way, while DEC was swallowed up by its competition? The short answer is that effective strategic leadership—leadership focused on sustainable competitive advantage—was enacted at IBM. When we discuss sustainable competitive advantage as the focus of strategic leadership, some of the executives we work with ask us, “Isn’t that just leadership?

With this groundwork in place, then, we will turn our attention in successive chapters to the specific question of how individuals and teams exercise strategic leadership. The Definition and Focus of Strategic Leadership Individuals and teams enact strategic leadership when they think, act, and influence in ways that promote the sustainable competitive advantage of the organization. This statement is a real mouthful. But because it encompasses all of the critical elements of strategic leadership, we offer it as our definition.

His apt observation describes the tension between short-term and long-term perspectives that strategic leaders must balance. In contrast, not all leadership requires this forward view to be effective. Very good operational leaders manage day-to-day functions effectively and are skilled at working with people to ensure that short-term objectives are met. This is important work, but it does not always need to take the long term into account. TLFeBOOK WHAT IS STRATEGIC LEADERSHIP? 13 Organizational Change A third way strategic leadership differs from leadership in general is that it results in significant change.

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