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How useful are leadership studies to organizations trying to survive in today's increasingly changing environments and international competition? The answer to this rhetorical question is very useful, provided the studies move beyond the lower-level face-to-face work that comprises more than 90% of that conducted. This movement beyond provides the book's focus on strategic leadership, a crucially important area that looks at those individuals or teams with overall responsibility for the organization. As a key part of that thrust, the book emphasizes the cascading direct and indirect strategic leadership effects at various organizational levels. That is, it considers the impact of strategic leader tasks such as mission, goal, strategy setting and organizational design on the organization. This work considers other aspects including external environment, cognitive capacity, transformational and visionary leadership, culture and climate, and a number of aspects of organizational change. These areas are examined by a number of authors specializing in leadership, organization and strategy. Overall, the intent is to firmly embed leadership within organizations and to examine this in terms relevant to the organizational restructuring and related concerns of the 90's.
This book is directed primarily toward scholars, advanced students, and sophisticated practitioners with management, organizational behavior, organization theory, strategic management, public administration, or educational administration backgrounds.
List of contents
Preface
Setting the StageStrategic Leadership: An Introduction by Robert L. Phillips and James G. Hunt
Leadership Requirements in Stratified Systems by T. Owen Jacobs and Philip Lewis
Environment, Strategy and StructureEnvironmental Challenges for Strategic Leaders by David R. Segal
Strategic Leadership and Restructuring: A Reciprocal Interdependence by Michael A. Hitt and Barbara W. Keats
A Midrange Theory of Strategic Choice Processes by David A. Cowan, C. Marlene Fiol and James P. Walsh
A Stakeholder Management Perspective on Strategic Leadership by John D. Blair and Joan B. Rivera
Strategic Operational Leadership and the Management of Supportive Work Environments by William L. Gardner III and John R. Schermerhorn, Jr.
Leadership Capabilities and DevelopmentIndividual Differences in Strategic Leadership Capacity: A Constructive/Developmental View by Philip Lewis and T. Owen Jacobs
Strategic Leadership Competencies by Marshall Sashkin
Behavioral Complexity and the Development of Effective Managers by Robert Hooijberg and Robert E. Quinn
Temporality and Dynamic Change ProcessesStratified Systems Theory and Dynamic Case Study Perspectives: A Symbiosis by James G. Hunt and Arja Ropo
Effecting Strategic Change: Biological Analogues and Emerging Organizational Structures by Robert L. Phillips and Catherine A. Duran
Application and Concluding CommentaryThe Integration of Internal Operating Systems: An Application of Systems Leadership by Dandridge M. Malone
Strategic Leadership: A Critique and Extension of the Stratified Systems Theory Perspective by Carlton Whitehead and Kimberly B. Boal
Strategic Leadership: Some Concluding Thoughts by James G. Hunt and Robert L. Phillips
Afterword by Robert J. House
References
Name Index
Subject Index
About the author
ROBERT L. PHILLIPS is Associate Professor of Management and Associate Dean for Research and External Affairs, College of Business Administration, Texas Tech University. He is also Director of the Institute for Management and Leadership Research and is currently involved in research on leadership at the strategic level for Army organizations.
JAMES G. (JERRY) HUNT is Paul Whitfield Horn Professor of Management, Professor of Health Organization Management, director
of Program in Leadership, Institute for Management and Leadership Research and former Department Chair of Management, Texas Tech University. He has presented or had published more than 100 articles, papers and book chapters.
