|Author||Richard L. Hughes; Katherine Colarelli Beatty; David L. Dinwoodie|
In the second edition of the bestselling Becoming a Strategic Leader, Richard L. Hughes, Katherine Colarelli Beatty, and David L. Dinwoodie, 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.
This thoroughly revised and updated edition contains a wealth of strategies for enhancing an individual manager’s ability to exercise effective strategic leadership by providing a distinctive and systematic approach. This effective approach has been used with great success in the Center’s Leading Strategically Program. The new edition reinforces the program’s targeted lessons and practices.
Included are fresh suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also address timely topics such as the increased pace of change, dealing with greater uncertainty, and the influence of the global marketplace.
|About the Authors||xvii|
|1. What Is Strategic Leadership?||9|
|2. Strategic Thinking||53|
|3. Strategic Acting||105|
|4. Strategic Influence||145|
|5. Strategic Leadership Teams||197|
|6. Leadership Strategies for Superior Performance||229|
|7. Developing Strategic Leadership||259|
|Appendix A: Strategic Driver Paired-Voting Form||283|
|Appendix B: STRAT: Strategic Team Review and Action Tool||285|
|Appendix C: Using STRAT to Develop Your Strategic Leadership Team||291|
|Appendix D: STRAT Norm Data||299|
|Appendix E: Talent Sustainability Requirements||303|
|Appendix F: Leadership Strategy Plan Template||305|
|Appendix G: Action Learning Projects Criteria for Project Selection||309|
|About the Center for Creative Leadership||327|
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