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.

This collection of chapters from leading organizational and leadership scholars examines strategic leadership from a multiorganizational-level perspective. It focuses on such topics as organizational downsizing, strategic stakeholder management, and temporal and dynamic aspects of strategic leadership.

PrefaceSetting the StageStrategic Leadership: An Introduction by Robert L. Phillips and James G. HuntLeadership Requirements in Stratified Systems by T. Owen Jacobs and Philip LewisEnvironment, Strategy and StructureEnvironmental Challenges for Strategic Leaders by David R. SegalStrategic Leadership and Restructuring: A Reciprocal Interdependence by Michael A. Hitt and Barbara W. KeatsA Midrange Theory of Strategic Choice Processes by David A. Cowan, C. Marlene Fiol and James P. WalshA Stakeholder Management Perspective on Strategic Leadership by John D. Blair and Joan B. RiveraStrategic 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 JacobsStrategic Leadership Competencies by Marshall SashkinBehavioral Complexity and the Development of Effective Managers by Robert Hooijberg and Robert E. QuinnTemporality and Dynamic Change ProcessesStratified Systems Theory and Dynamic Case Study Perspectives: A Symbiosis by James G. Hunt and Arja RopoEffecting Strategic Change: Biological Analogues and Emerging Organizational Structures by Robert L. Phillips and Catherine A. DuranApplication and Concluding CommentaryThe Integration of Internal Operating Systems: An Application of Systems Leadership by Dandridge M. MaloneStrategic Leadership: A Critique and Extension of the Stratified Systems Theory Perspective by Carlton Whitehead and Kimberly B. BoalStrategic Leadership: Some Concluding Thoughts by James G. Hunt and Robert L. PhillipsAfterword by Robert J. HouseReferencesName IndexSubject Index