· CEOs
· Senior executives
· Executive teams
· Managers
· Consultants
· MBAs (leadership or strategic management)
· Author: Richard Hughes is co-author of very successful textbook in leadership which is in its 4th edition and has sold 333 copies on Bookscan YTD and is used by over 150 colleges and universities-a great opportunity for supplemental text adoption.
· This is the first book to provide a systematic approach to strategic leadership--thinking, acting, and influencing--that has been used with individuals and teams in numerous big companies over 8 years: AMEX, Pepsi, Proctor & Gamble, Novartis, etc.
Organizations are grooming executives earlier for positions of increased strategic responsibility because changes in the competitive environment demand new capabilities for strategic leadership in organizations. The CEO cannot make every decision that has long-term implications for the organization, nor does the CEO have ready access to all of the information that is relevant to the organization’s strategic future. Sustaining competitive advantage requires that many others take a share of responsibility in the strategic leadership of their organizations. At the same time, thinking for the long-term is unfamiliar territory for many managers and executives. This book provides insight and guidance for managers and executives--working alone or in teams--who are empowered to make strategic decisions for their organizations, but who have little experience doing so.
Individuals and teams exercise strategic leadership when they think, act, and influence others in ways that enhance the organization’s sustainable competitive advantage and its vitality. This book will enhance an individual manager's ability to exercise effective strategic leadership in organizations by providing a distinctive and systematic approach--thinking, acting, and influencing.
· Today's organizations face difficult challenges in order to remain competitive-the quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership
· In Becoming a Strategic Leader Richard Hughes and Katherine Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations
· The authors show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach-thinking, acting, and influencing
Preface
Acknowledgments
The Authors
Introduction
· What Is Strategic Leadership?
· Strategic Thinking
· Strategic Acting
· Strategic Influence
· Strategic Leadership Teams
· Making Strategy a Learning Process in Your Organization
· Becoming a Strategic Leader
Appendix A: Strategic Driver Paired-Voting Form
Appendix B: STRAT: Strategic Team Review and Action Tool
Appendix C: STRAT Items and the Learning Process
Appendix D: Using STRAT to Develop Your SLT
Appendix E: STRAT Norm Data
References
Index About the Center for Creative Leadership
Becoming a Strategic Leader outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach-thinking, acting, and influencing.
· What Is Strategic Leadership?
· Strategic Thinking
· Strategic Acting
· Strategic Influence
· Strategic Leadership Teams
· Making Strategy a Learning Process in Your Organization
· Becoming a Strategic Leader
Richard L. Hughes is a senior enterprise associate at the Center for Creative Leadership campus in Colorado Springs, Colorado. He is the senior author of the textbook Leadership: Enhancing the Lessons of Experience.
Katherine Colarelli Beatty is the program manager for the Developing the Strategic Leader (DSL) program. She is a trainer in the DSL program and also designs and delivers custom programs.
