This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top-- their experiences, abilities, values, social connections, aspirations, and other human features. The actions--or inactions--of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs); and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g., values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors). Strategic Leadership synthesizes what is known about strategic leadership and indicates new research directions. The book is meant primarily for scholars who strive to assess and understand the phenomena of strategic leadership. It offers a considerable foundation on which professionals involved in executive search, compensation, appraisal and staffing, as well as board members who evaluate executive performance and potential, might build their tools and perspectives.

This pioneering Handbook surveys the research landscape of strategic leadership in what is referred to as the ‘Fourth Industrial Revolution’: a fusion of technologies and systems which blurs the boundaries between the digital, physical and biological spheres.

This book examines the impact of CEOs on firm performance and focuses on their role in science-based innovation to answer the question, is it possible to lead highly complex R&D projects and innovation that you do not understand? Today, science and technology move so fast that even managers of R&D teams can become quickly disconnected from new developments. Similarly, business leaders may be required to lead organisations with technical knowledge beyond their own expertise. How to manage teams and retain respect and influence is a recognised challenge. Filled with insight from managers and CEOs in science and technology organisations, the book unlocks the skills required to balance the leadership and managerial needs of the organisation, motivate the technical teams and drive successful innovation in new product development environments. Due to the vital role played by experts in a chosen field of technical and scientific expertise, the book also describes what these specialists need and expect from their leaders. The book is required reading for managers in high tech and scientific environments – the CEO, CSO and the R&D manager. It can also be used as a classroom reference book on the management skills required for leading high-tech projects.

This is a concise, thematic strategy text which will help students to see organizations from the perspective of the Chief Executive and to understand and debate the challenges, opportunities and issues which constitute the role of the CEO.

The book represents a dramatic step forward in discussing the principles, processes, and practices of visionary strategic leadership. While most of the existing literature covers the subject from organizational and management perspectives, the book focuses on a holistic view of the corporation and all of the supporting entities and customers and stakeholders. The book addresses new theories, methods and practices that are in line with 21st century dynamics. The book is on the cutting edge of thought and practice. It discusses constructs based on the integration of the social, economic, ethical, technological and environmental considerations. Examples are taken from numerous industries in the U.S., Europe, Pacific Rim and South America. The book portrays the global phenomenon. The discussions are based on real world needs and expectations. There is a huge audience of executives, professionals and practitioners who need to understand the opportunities and challenges of today and in the future. There are scholars, professors and business leaders who will view these perspectives as real world approaches being practiced by global corporations today.

Business schools have come under fire in recent years with criticisms centring on their academic rigour and the relevance of business education to the 'real' world of management. Alongside this ongoing debate, increasing international competition and media rankings have led to a fierce struggle between business schools for positioning and differentiation. These are among the challenges that are faced by the Dean of the modern-day business school. In this book, Fernando Fragueiro and Howard Thomas show how Deans of business schools can meet such challenges in terms of strategic direction setting and the execution of their leadership role. Drawing on their invaluable experience as Deans of highly successful business schools, they present a series of case studies to show how leaders of five leading business schools (IMD, LBS, INSEAD, IAE and Warwick) have built effective strategies in the context of internal and external political pressures.