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:

the balanced scorecard framework with a hierarchical, multilayer, and causal-effect structure can shed light on the growth path and pave the development steps, which in addition to monitoring the financial goals. it also considers and controls the other effective and driving factors. in this study, after reviewing the balanced scorecard, a model was proposed in addition to extract the strategic...

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...

Since the end of the Cold War, Russia has retained special attention as a Eurasian country with a defining role in the evolution of the former-soviet space. We argue here that the issue of Russian evolution under Putin’s leadership has raised specific questions in the security realm, potentially affecting the entire post-soviet space and the European security architecture. This paper aims at, f...

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.

This chapter explores leadership and what it means for managers of care services. Frontline managers have a role as leaders, and they also look to their senior managers to provide leadership in their organisation. Previous chapters have already pointed to some of the leading and in ̄uencing that managers can do. This can be, for instance, through promoting to senior managers the dilemmas and con...

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 ...