Strategy is not what it used to be. To compete effectively, large businesses must respond quickly, creatively and innovatively to develop an entrepreneurial environment to assist this response. Strategic leadership is crucial to develop the organizational environment needed to increase the entrepreneurial orientation in established businesses. The purpose of this paper is to determine if the sa...

In this chapter I suggest that leadership, management and organisational development are all parts of the same process namely enhancing the capacity of organisations, and the people within them to better achieve their purpose. As such, they are closely tied to strategic mission and all the systems that support it, as the Center for Creative Leadership Handbook for Leadership Development concludes:

This article studies whether the Islamic world's geopolitics has enough capacity and capability to compete in the power game and world leadership. The results of this article indicate that Islamic world's geopolitics with a lot of economic, military, strategic and ideological capacities is capable enough to compete with great powers in the track to achieve world leadership; on the condition tha...

We consider leadership equilibria in dynamic linear rational expectations models with specific reference to monetary and fiscal policy interactions. We pay particular attention to the strategic relationships between policymakers and the private sector. We find that in a dynamic game that although leadership may not matter much, giving leadership to a constrained policymaker should be avoided.

Nowadays, organizations are active in dynamic environments filled with changes and transformation. The requirement for surviving in such a situation is to create continuous organizational changes and upheavals, whether in behavioral dimension or structural one. In these organizational changes and upheavals, leadership and management have a determining role. Therefore, the existence of Knowledge...

In this article, the authors focus on members of the U.S. Senior Executive Service who choose collaboration as a management strategy to increase performance and, in particular, their views of the skill set of a successful collaborator. Based on the current literature on collaboration and networks, these executives might be expected to identify strategic thinking and strategic management as the ...

How to achieve sustainable supply chain performance has remained a complex challenge. Full commitment to process orientation and process management is required. Cultures of bureaucratic organisations do not allow for strategic supply chain management, and the challenge is for them to transform to learning organisation paradigms and structures. The author advocates the effective utilisation of t...

This field study examines the performance implications of CEO succession plans and compensation perceptions in a sample of single-business manufacturing firms. Zajac (1990) tested these relationships in his "CEO-issues model of firm performance" using a sample of the largest U.S. corporations. Our study replicates Zajac's (1990) earlier work, but uses a sample of CEOs who head smaller, single-b...

This study introduces two dimensions of strategic leadership, termed evolutionary and revolutionary specifically developed for top executives of high technology firms. Evolutionary leadership reflects a CEO’s ability to respond to changing competitive conditions and explore new paths of growth as well as exploit existing ones by redefining and extending the boundaries of the firm to new product...