Strategic leadership competencies

How do we know whether a manager’s experiences and skills are sufficient to operate at a strategic level in an organization? What insight does recent research on strategic leadership shed on these challenges?

ABSTRACT:
Leading an organization through a strategic reorientation goes far beyond single-stroke measures such as increasing task-orientation or process efficiency. Nor will mere employee-centered leadership, on its own, guarantee organizational effectiveness. This raises questions: Are our leadership frameworks robust enough to under gird organizational effectiveness in a post-normal age? How do we know whether a manager’s experiences and skills are sufficient to operate at a strategic level in an organization? What insight does recent research on strategic leadership shed on these challenges?

Strataplex

Research suggests that strategic competencies are most needed in senior level positions.

OUTLINE:
1. Introduction
2. Strategic Leadership: Definitions and Direction
3. The External Competencies of Strategic Leaders
4. The Internal Competencies of Strategic Leaders
5. Developing Strategic-Level Leaders

Gary, J. E. (2011). Strategic leadership: Cultivating competencies for post-normal times. In Franco Gandolfi (Ed.), Foundations of contemporary leadership (pp. 193-207). Saarbrücken, Germany: LAP LAMBERT Academic.


Dr. Jay Gary is president of PeakFutures.com, a foresight consulting group. Over the past twenty years he has helped non-profits, foundations, civic leaders, and strategic alliances to create more promise filled futures. He also teaches strategic foresight, innovation and leadership at the graduate level and through professional development courses.

 

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