Relevant bibliographies by topics / Strategic leadership development

Academic literature on the topic 'Strategic leadership development'

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Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Strategic leadership development"

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Blackmore, Paul, and Richard Blackwell. "Strategic leadership in academic development." Studies in Higher Education 31, no. 3 (June 2006): 373–87. http://dx.doi.org/10.1080/03075070600680893.

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Longenecker, Clinton, and Gary S. Insch. "Senior leaders’ strategic role in leadership development." Strategic HR Review 17, no. 3 (June 11, 2018): 143–49. http://dx.doi.org/10.1108/shr-02-2018-0014.

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Purpose The purpose of this paper is to identify the specific practices senior leaders need to engage in to best support their organization’s leadership development initiatives. All organizations invest billions of dollars around the world in leadership development, but there is surprisingly little attention given to the important role that senior leaders play in supporting these efforts. This paper draws upon focus group research with those responsible for designing and implementing leadership development initiatives to identify the strategic role senior leaders play in formal leadership development efforts. Design/methodology/approach To explore this issue, we conducted structured focus groups with over 250 executives, HR leaders and talent managers from over 30 different global organizations. Participants were responsible for leadership development in their respective organizations, averaged 44 years of age, 18 years of work experience, and were 54 per cent men and 46 per cent women. These focus groups were being used to solicit the input of those responsible for leadership development to identify the specific things senior leaders need to do to best support these leadership development efforts. The participants were asked to answer the following question, “Based on your experience, what specific things do senior leaders in your organization need to do to best support your efforts at developing high performance and strong leadership talent?” Findings Focus groups identified a series of key senior leader behaviors that are necessary to support an organization’s leadership development efforts. These findings, included the importance of senior leadership commitment to the process, the identification of specific leadership behaviors necessary to support these initiatives, the requirement of clearly understanding the organizations leadership development process, providing appropriate financial, staffing and technology resources to support these efforts, creating a climate of continuous learning and role modeling appropriate behaviors, among other findings. Research limitations/implications While the focus groups in this research and the subsequent qualitative and quantitative analysis of the findings were rigorous, the participants were not a randomly selected group and were by definition a convenience sample. At the same time, the implications of this research are significant on this important subject and provide a solid baseline for both practitioners and researchers alike to help explore, identify and build on best practices for senior leaders to support organizational leadership development initiatives. Practical implications Leadership is the key to success in any organization. To maintain that success, leadership development and continuous learning is imperative. This paper provides ten specific practices based on the focus group research that can help senior leaders create a more supportive environment for effective leadership development initiatives. The methodology used to identify these factors can be duplicated in other organizations to help them build an appropriate model for senior leader support for leadership development in their enterprise. Social implications The social implications for improving any organizations’ leadership is significant. It is known that effective leaders foster innovation, improve teamwork, create a more positive workplace, drive continuous improvement in quality, reduce turnover and improve the financial performance of most enterprises. With this backdrop, organizations can and must do everything in their power to accelerate leadership development and to engage in activities that do so. This paper will help pinpoint leaders and leadership development researchers and experts in that direction. Originality/value This manuscript offers a unique perspective on the role of senior leaders from the perspective of those who design leadership development programming in their organizations. And given both the readership and focus of this journal, this is an important perspective which takes into account the operational demands of leadership development in the strategic role senior leaders play in supporting these efforts.
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Sarfraz, Haniya. "Strategic leadership development: simplified with Bloom’s taxonomy." Industrial and Commercial Training 49, no. 1 (January 3, 2017): 40–47. http://dx.doi.org/10.1108/ict-08-2016-0056.

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Purpose The purpose of this paper is to suggest and state that an individual or company who aims to follow through the strategic leadership improvement pathway will find Bloom’s taxonomy useful practically when it comes to self-evaluation and simplification. Design/methodology/approach The global leadership survey statistics and findings are stated to define why global leadership is important and needed. In addition, there is an emphasis on the global confluence of markets, economy and technology, and how in the upcoming decades individuals would be required to build the skills stated in Bloom’s taxonomy in order to sustain and enhance their employment value. A strategic leadership development toolkit is used. Then Bloom’s taxonomy is infused with it, hence providing a practical implementation of how taxonomy simplifies the strategic leadership development process in organizations. Findings Statistics and facts of global leadership and technological surveys and studies are highlighted to emphasize the significance of strategic leadership. The required abilities needed in strategic leadership are linked to the six levels of thinking in Bloom’s taxonomy, thus implying that it can be used in the strategic leadership development process. Originality/value It is suggested that Bloom’s taxonomy should not only be used for educational purposes but can aid leaders in their quest to develop strategic leadership abilities and simplify the process to start and sustain their organization’s prosperity.
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Canals, Jordi. "Global leadership development, strategic alignment and CEOs commitment." Journal of Management Development 33, no. 5 (May 6, 2014): 487–502. http://dx.doi.org/10.1108/jmd-02-2014-0014.

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Purpose – Global corporate strategy has moved faster than global leadership development in many companies. This outcome has created some leadership problems: global companies may not have enough leaders in their growth markets or leaders with the required global competencies in their headquarters. The purpose of this paper is to offer some concepts that may help companies tackle those problems. Design/methodology/approach – This paper has a conceptual basis. It draws on previous theoretical knowledge on global leadership development and the experience of some leadership programs in global companies. Findings – The first is that global leadership competencies should be based on the functions that global leaders need to perform and their specific context, not on some theoretical notions isolated from the business context. The second is the need for alignment of global leadership development with the firm's purpose and strategy. The third is that CEOs’ commitment is a key factor in making global leadership initiatives successful. Research limitations/implications – This is a conceptual paper based on business experience. It needs to be complemented with additional empirical work. Practical implications – Global leadership development should be based on real global business functions. Global leadership development should be aligned with the firm's purpose and strategy and its success depends on CEOs’ commitment. Originality/value – The study of global capabilities needs to observe what happens in companies that have global leadership programs. Global leadership development takes place in specific organizations. This paper gets theory closer to the practice of global leadership development.
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Schweitzer, Jochen. "Leadership and innovation capability development in strategic alliances." Leadership & Organization Development Journal 35, no. 5 (July 1, 2014): 442–69. http://dx.doi.org/10.1108/lodj-01-12-0001.

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Purpose – The purpose of this paper is to examine whether heterogeneity in alliance capability development can be attributed to the use of certain intra-firm leadership behaviors. The author suggests that transformational leadership behaviors have a stronger influence on the development of innovation (dynamic) capabilities of a strategic alliance than on the development of operational (substantive) capabilities, and that transactional leadership behaviors mainly preserve operational capabilities. Design/methodology/approach – The author used in-depth expert interviews and a questionnaire survey comprising 369 strategic business alliances to develop and test the theoretical framework. Findings – The data confirm the positive relationship between transformational leadership and the development of innovation and operational capabilities. Yet, transactional leadership behaviors are not only associated with operational capability development, but notably contribute to the development of innovation capabilities. Research limitations/implications – While the study focusses on leadership, there are many more factors that impact on the strategic ability of alliances to deliver innovation outcomes. Other limitations are the multiple levels of analysis in the theoretical model, newly developed measurement scales and that responses for the empirical study only come from one partner of the alliance. Practical implications – The study suggests advantages of exercising the full range of leadership behaviors when seeking innovation alliance outcomes. Originality/value – This research contributes to the strategic management, innovation, leadership, and alliances literature by providing new and empirical validation of the effectiveness of particular leadership behaviors in collaborative settings.
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Zaheenah Chummun, Bibi, and Lizanani Nleya. "Effect of strategic leadership capabilities on the development of organizational citizenship behavior." Problems and Perspectives in Management 19, no. 4 (October 20, 2021): 97–109. http://dx.doi.org/10.21511/ppm.19(4).2021.09.

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Committed employees always demonstrate their organizational citizenship behavior by offering services beyond their leaders’ expectations. They achieve their goals under the leadership of executives with the capabilities to guide the organization to the future. This study examines the impact of strategic leadership capabilities on organizational citizenship behavior in companies offering mobile services in Zimbabwe. To collect data, a survey research method is employed using a 5-point Likert scale questionnaire. Ninety-four questionnaires were randomly distributed to employees of three mobile service providers and a sector regulator in Harare province, Zimbabwe. Eighty-seven questionnaires were completed and returned. Data analysis follows a multiple regression method using the IBM SPSS v27 software to test hypotheses. The study also employs the Sobel test to investigate the mediation effect of organizational commitment on organizational citizenship behavior. Regression model results show that strategic leadership capabilities have a significant effect on organizational citizenship behavior. They further have a statistically significant effect on organizational citizenship behavior through organizational commitment. The results suggest that strategic leaders in the mobile phone sector in Zimbabwe should develop and strengthen strategic leadership capabilities to drive the commitment of their employees to encourage the development of organizational citizenship behavior. Committed employees will offer their services beyond their call of duty.
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Chatchawaphun, Pimpisa, Suwat Julsuwan, and Boonchom Srisa-ard. "Development of Program to Enhance Strategic Leadership of Secondary School Administrators." International Education Studies 9, no. 10 (September 28, 2016): 34. http://dx.doi.org/10.5539/ies.v9n10p34.

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<p class="apa">This research aimed to 1) study principles, attributes and skills needed for secondary school administrators, 2) investigate current situations, desirable conditions and needs for strategic secondary school administrators, 3) develop a strategic secondary school administrator enhancement program, and 4) explore the efficiency level of the strategic secondary school administrator enhancement program by using the developmental research process. Sampling and data collection were as follows: step one, collect data from the relevant literature, publications, online research and academic databases regarding leadership and strategic leadership. Moreover, in-depth interviews were conducted with 7 informants while the elements of strategic leadership were verified by 7 experts. Step 2, 369 directors, deputy directors and heads of the planning programs were consulted for studying current conditions of strategic leadership and needs in development of a strategic secondary school administrator enhancement program. Step 3 required 7 experts to evaluate and comment on the program. Step 4 required a group of 15 directors from 4 schools under the Office of Secondary Schools Services Area Zone 30 for efficiency assessment. Research instruments were an interview form, a questionnaire, and an evaluation form. Statistics used in data analysis and verification were percent, means, standard deviation, Modified Priority Needs Index (PNI<sub>modified</sub>) and Independent t-test. The research results showed that the strategic leadership for secondary school administrators’ enhancement program consisted of 3 modules as module 1 principles of strategic leadership, module 2 strategic leadership attributes and module 3 strategic leadership skills. The application of the program showed that the participants receiving the development for the secondary school administrators’ enhancement program had higher strategic leadership after the development than before, and managed the school more efficiently.</p>
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Mathias, Megan. "Leadership development in governments of the United Arab Emirates." Teaching Public Administration 35, no. 2 (February 20, 2017): 157–72. http://dx.doi.org/10.1177/0144739417690583.

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Developing the next generation of leaders in government is seen as a strategic challenge of national importance in the United Arab Emirates (UAE). This article examines the wicked nature of the UAE’s leadership development challenge, identifying patterns of complexity, uncertainty, and divergence in the strategic intentions underlying current leadership development efforts. It then explores the potential impact of re-framing leadership development programmes for government employees using the concept of ‘public leadership’. Responding to calls in the literature for situated and context-sensitive explorations of leadership, it draws upon recent empirical research and literature to conceptualise public leadership for the UAE before identifying three potential contributions: an orientation towards collective, public values; a connection into needed skills frameworks; and access to innovations in the design of public leadership development interventions. The article concludes that the re-framing of ‘public leadership’ has the potential to help make substantial progress on the UAE’s strategic leadership development challenge, but is not a silver bullet. Further research on both the concept, and its impact if adopted for leadership development programmes, will be required.
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Vaghefi, M. Reza, and Alan B. Huellmantel. "Strategic leadership at general electric." Long Range Planning 31, no. 2 (April 1998): 280–94. http://dx.doi.org/10.1016/s0024-6301(98)00012-0.

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Raver, Celeste K., Andrew K. Ledford, and Michael Norton. "A Strategic Organizational Approach to Developing Leadership Developers." Journal of Character and Leadership Development 10, no. 1 (December 23, 2022): 15–28. http://dx.doi.org/10.58315/jcld.v10.253.

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In leadership development, the emphasis is often on the direct development of the individual, focusing on the individual’s development as a leader or on skills to deal with the process of leadership. However, less attention is paid to developing those that develop the leaders—the leadership developers. This article provides two frameworks to consider in developing leaders through a layered approach focused on leadership developers rather than simply those that are being developed. The first framework highlights the levels of leadership development within an organization: the emerging leaders, those that develop the leaders—leadership developers, and those that develop the leadership developers—leadership tutors. All levels require cognitive understanding of the necessary leadership concepts—knowing, behavioral patterns that foster success—doing, and cultivation of affective qualities of “being a leader.” The article highlights how the experiential learning cycle serves as a foundation for both leader and leadership development as it enables emerging leaders to grow in the domains of knowing, doing, and being a leader and gaining leadership skills. The article further highlights how leadership developers support the development of emerging leaders by actively engaging the experiential leader cycle. The second framework links the experiential learning cycle with a deliberately developmental organization focused on continued growth of those within the organization relative to core leader and leadership competencies. The deliberately developmental leadership organization utilizes principles embedded into the culture of the organization, practices enacted by all in the organization, and community to robustly form successful leaders.
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Dissertations / Theses on the topic "Strategic leadership development"

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James, Dale R. "Leadership development network strategic equipping of leaders for local church ministry /." Theological Research Exchange Network (TREN), 1999. http://www.tren.com.

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Carleton, Karen Anne. "The Lamplighter: Strategic Leaders' Views on Leadership." Diss., Virginia Tech, 2005. http://hdl.handle.net/10919/27592.

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The vast quantity of leadership literature discusses factors that may contribute to leader development. However, strategic leaders—defined as those individuals in key positions at the organizational apex—are a subsection of the research that deserves more attention. In particular, what sets these leaders apart or enables them to excel is an area of particular interest and is explored in this dissertation. The purpose of this study was to understand the process of leadership development, specifically through the experience and beliefs of successful senior leaders. The study addressed the following questions: 1. How do strategic leaders for the federal government describe effective leadership? 2. How do they explain the development of effective strategic leadership? 3. How do the described behaviors of strategic leadership compare to the Executive Core Qualifications established for civilian federal government leaders by the Office of Personnel Management? To answer the research questions, the study employed grounded theory as the primary analytic procedure. The subjects interviewed were from areas of the federal government dealing with national security, predominantly Department of Defense. Both military and civilians subjects participated. Data were analyzed qualitatively and a conceptual model of strategic leadership behavior was developed. Finally, implications and suggestions as to how to foster the development of such capacities are offered. The findings show, as did earlier behavioral research, that the two aspects of task and relationship are important to successful leaders. In this case, both functioned predominantly in the leaders' behavior, but under the fabric of their contextual experience built on their own self-efficacy and relations with others. It follows that more attention paid to developing self-mastery and strong relationship skills are in order. Since studies on military leadership vice civilian federal service are more likely, the findings were examined in relation to the established qualifications for senior civilian leaders, revealing a gap. While the qualifications for senior executives are behavior oriented, the research indicates a need for stronger focus on personal development, growth as an individual, and contributions made to the development of others. The relationship aspect of leadership does not receive the proper emphasis.
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Cabeza-Erikson, Isabel, Kimberly Edwards, and Theo Van Brabant. "Development of leadership capacities as a strategic factor for sustainability." Thesis, Blekinge Tekniska Högskola, Avdelningen för maskinteknik, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-5686.

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Building capacities of sustainability change agents is primordial to increase the effectiveness and to accelerate the process towards a sustainable society. This research investigates the current challenges and practices of sustainability change agents and analyses current research in the field of leadership development. A Framework for Strategic Sustainable Development is described as a means to overcome and address the complex challenges that society faces today. Furthermore the development of leadership capacities of sustainability change agents is suggested as a strategic factor for the process of sustainable development. A literature study highlights the new dimension to leadership development and defines its characteristics. Interviews and focus groups with sustainability practitioners and students are analysed. From this analysis a set of methods and approaches to professional and personal development is derived. The research points to the need of developing leadership capacities, of sustaining them and of having the ability to be self-aware. It is mentioned that the development of these capacities will depend on the supporting environment, the methods employed and on the candidate itself in order to achieve best results.
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Nekeman, Iris, Roy Straver, and Francisco Tobón. "Strategic Leadership towards Sustainable Public Procurement." Thesis, Blekinge Tekniska Högskola, Institutionen för strategisk hållbar utveckling, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-16622.

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The understanding of the role of the contracting authority in public procurement is important to understand the underused potential of public procurement to contribute to the sustainable development of society. In particular, the concept of public-private cooperation was suggested to increase this potential, but not enough is known about how the interaction has to take place in order to address the behavioural factors that cause the barriers to sustainable public procurement. The results of this research showed that the leading role of the contracting authority could facilitate sustainable procurement by increasing engagement, interaction and collaboration. A strategic planning approach to support the public-private cooperation in the procurement process is needed. Based on the Framework for Strategic Sustainable Development, a support for the contracting authority was designed to guide the strategic planning of the procurement process. The suggested design of Support for Strategic Sustainable Procurement was evaluated and found likely to support the contracting authority in strategically leading the public procurement process to leverage the potential of public procurement on the transition towards a sustainable society.
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Baan, Christopher, Phil Long, and Dana Pearlman. "Cultivating personal leadership capacities to facilitate collaboration in Strategic Sustainable Development." Thesis, Blekinge Tekniska Högskola, Sektionen för ingenjörsvetenskap, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3642.

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The complex, multi-faceted sustainability challenge that society faces calls for a strategic approach to sustainable development. Strategic planning processes towards sustainability in organisations and communities are oftentimes led by a facilitator or facilitative leader. We argue that planning processes of complex and transformational change, call for collaboration among stakeholders and for highly skilled facilitative leaders who are committed to the development of self, others and society. This thesis explores the ‘interior state’ of facilitative leaders as a high leverage point in moving society towards sustainability. We identify nine personal capacities that enable leaders to facilitate collaboration in Strategic Sustainable Development: (1) Being Present, (2) Whole Self-Awareness, (3) Suspension & Letting Go, (4) Compassion, (5) Intention Aligned with Higher Purpose, (6) Whole System Awareness, (7) Personal Power, (8) Sense of Humour, and (9) Holding Dualities and Paradoxes. We identify a range of personal and collective practices that help develop these personal capacities. We propose these capacities are the foundation for a more holistic and authentic facilitation approach applied to strategic sustainable development.
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Covalciuc, Marina, and Gautier Kerleguer. "Leadership Competencies Development through Game-Based Learning." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-85164.

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In contemporary world, there is a constant need for leadership development. Technological advancements, excessive uncertainty and severe hostility on one hand and high expectations from subordinates, pressure from stakeholders on another hand force leaders to develop more skills and competencies in order to succeed. Leadership competencies represent a set of behaviours that are seen to be crucial to deliver desired outcomes. Organisations design competencies models that are used for diverse reasons within human resources management, such as employee selection, career development, succession planning, performance management and employee development. The current most common practices in leadership competencies development applied by organisations include coaching and mentoring, 360‐degree feedback, specific job assignments, networking, action learning, corporate case studies, computer simulations, experiential learning and of course classroom‐type leadership training. However, the future generation of employees are the nowadays youngsters whose life is widely influenced by technology. A specific interest among them is in online and computer-based games, on which they spend a considerable amount of time per week. Games in general were proven to be an effective tool for education among children and young adults, and were discussed to be useful for adults as well. Presented research is performed with the goal to create an understanding of the game-based learning approach to leadership competencies development. Our first ambition for the research was to find out what leadership competencies are most likely to be developed though GBL approach. We came to the results that GBL approach can be effective in developing social interaction competencies such as motivation, facilitation, coaching, effective communication, collaborative negotiation, effective teamwork and such cognitive competencies as strategic thinking, decision making, problem solving and technical competency. Our second aim for the research was to draw on a conceptual framework in form of an experiment to answer to the question of how effective is game-based learning for development of leadership competencies. The experiment model proposed in this conceptual paper was designed by us by putting together elements in form of such games as "Spaghetti Tower"; "Strategic thinking game with 8 players" for measurement and "Acquire" board game for development of the "strategic thinking" leadership competency.
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Davids, Mogamad Sadiek. "The role of strategic leadership in Coega Development Corporation: a case study." Thesis, Rhodes University, 2010. http://hdl.handle.net/10962/d1003884.

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South Africa became a democracy after its election in April 1994. Thereafter, the country faced the daunting task of trying to fast-track economic growth and addressing social challenges. The Department of Trade and Industry was mandated by the newly elected government to spearhead economic development in order to address these challenges. Trade policy instruments such as industrial development zones formed part of government’s strategic economic instruments to achieve economic reform. The Coega Industrial Development Zone (CIDZ) near Port Elizabeth was one of many economic development zones created principally to promote export orientated manufacturing. The Coega Development Corporation (CDC) was registered as a company to develop, operate and manage the CIDZ. The literature suggests that strategic leadership is important for organizational success. Strategic leadership is described as the ability to influence others to make day-to-day voluntary decisions that enhance long-term viability while maintaining short term financial stability. Literature further suggests that strategic leaders deal with the evolution of organizations and their changing aims and transform them through their capabilities and strategic leadership roles such as being a figurehead, spokesperson, team builder, design school planner and so on. The aim of this research is to analyse the role of strategic leadership with the objectives to ascertain whether strategic leadership contributed to the success of the development of CDC, and identify possible challenges they are confronted with in the execution of their leadership duties. This research was conducted from an interpretivist perspective as the researcher attempted to develop insight into how the strategic leadership of CDC viewed and understood their role. The strategic leadership of CDC, who were the focus of this study, consisted of the executive management team of the organization, including the Chief Executive Officer (CEO). The research design was in the form of a case study of the CDC leadership, with data collected through semi-structured interviews and documents. The most prominent roles exercised by the leadership of CDC included creating a vision and strategy development and inculcating a teamwork corporate culture. Other roles identified include that of team builder, fostering innovation and developing human capital etc. A lack of stakeholder management as well as managing the culture of the organization as it expands and grows, remain critical challenges. Finally recommendations are made together with suggestions for future research.
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Safra, Natalie, Josefin Nystrom, and Hanzhu Deng. "Using the Framework for Strategic Sustainable Development to complement existing leadership training approaches." Thesis, Blekinge Tekniska Högskola, Avdelningen för maskinteknik, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3233.

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This thesis examines approaches consultants use to assist organizational leaders in moving strategically towards sustainability. The Framework for Strategic Sustainable Development (FSSD), is examined to understand how one can overcome and address the complex challenges that consultants face in assisting leaders to develop appropriate leadership skills and sustainability knowledge that will allow them to lead their organizations strategically towards sustainability. Two consulting firms located in London are reviewed. From this research, an ideal way of using the FSSD called the Strategic Leadership Training Framework (SLTF) is proposed as a tool to guide and supplement current approaches used by consulting firms to improve their leadership training programs. A gap analysis compares the SLTF and the current approaches used by consultants. The SLTF can be used as a tool to assist consultants to find the gaps between the approaches they use and the SLTF. Finally, emotional intelligence and a definition of sustainability are found to be a key factor for a leader to be successful when moving their organization strategically towards sustainability.
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Victor, Jeffrey R. "The Development of Student Organization Advisor Workforces through the Expansion of Strategic Talent Management Practices." Thesis, University of Maryland University College, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13424162.

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The purpose of this study is to provide managers in both educational institutions and student organizations with empirically-based recommendations for how to best manage student organization workforces to achieve engagement and retention. The research questions ask (a) how educational institutions and student organizations strategically manage advisor talent to attract, engage, and retain advisors in their roles and (b) what talent management strategies can be applied to sustain a competent, satisfied, and engaged student organization advisor workforce. Through a systematic review methodology with an evidence-based management perspective to configure the best available evidence for synthesis, this dissertation incorporates organizational citizenship theory, the functional theory of volunteerism, and strategic talent management theory to reach the conclusions. Study findings confirm that student organization advisor service is linked to all elements of the functional theory of volunteerism but is primarily motivated by the values function first and then the career functions. Furthermore, student organization advisor service is a form of organizational citizenship behavior, and the values function of volunteerism is the antecedent to service as an advisor. Finally, it was determined that strategic talent management practices can be applied to student organization advisors, but such practices are not being implemented by key stakeholders. A theoretical model of advisor involvement and suggestions for implementation are presented to address this gap in practice. As a result of these findings, a model for practice that incorporates key strategic talent management practices to address fundamental advisor needs has been developed with an evidence-based blueprint for implementation.

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Hurry, Jovin. "Strategic negotiations towards sustainabilityfor entrepreneurs." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-104430.

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The purpose of this thesis is to find out what it takes for entrepreneurs to negotiate strategically in order to ultimately influence systemic change towards sustainability. It focuses on the challenges sustainability entrepreneurs face as they negotiate their twin objectives of social mission and positive cashflow during their collaborative processes. To answer this purpose, I conducted a participatory action research with the entrepreneurs at Hubs Westminster, King’s Cross and Islington in London. The Hub is a global community of people from every profession, background and culture working to tackle the world's most pressing social, cultural and environmental challenges. The Framework for Strategic Sustainable Development (FSSD) was used as a lens for the overall research while the Seven Elements Theory of Negotiation targeted the negotiation process. The thesis demonstrates that some core challenges need to be addressed in the entrepreneur’s preparation for their negotiation; and that entrepreneurs can intentionally favourably position themselves through their strategic actions in their attempt to meet the need to combine economic objectives with concerns about social responsibility and environmentalism. The implication of the thesis lies in better awareness on how to aim at creative outcomes during collaborations. Its originality lies in shedding light in this niche and rarely touched combination of sustainability, entrepreneurship and negotiation.
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Books on the topic "Strategic leadership development"

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Carnall, Colin, and Chris Roebuck. Strategic Leadership Development. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1.

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1954-, MacIntyre Allister T., Stouffer Jeff, and Canadian Defence Academy, eds. Strategic leadership development: International perspectives. Winnipeg: Canadian Defence Academy Press, 2007.

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Pacific Foundation for the Advancement of Women. Strategic leadership and management: Training module. Suva, Fiji: Pacific Foundation for the Advancement of Women, 2004.

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Pacific Foundation for the Advancement of Women. Strategic leadership and management: Resource manual. Suva, Fiji: Pacific Foundation for the Advancement of Women, 2004.

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Luther, Vicki. The entrepreneurial community: A strategic leadership approach to community survival. Lincoln, NB: Heartland Center for Leadership Development, 1989.

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J, Giber David, and Linkage Inc, eds. Linkage Inc.'s best practices in leadership development handbook. 2nd ed. San Francisco, CA: Pfeiffer, 2009.

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Strategic management and leadership for systems development in virtual spaces. Hershey: Business Science Reference, 2016.

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Lee, Whittington J., and Bell Greg, eds. Leading the sustainable organization: Development, implementation, and assessment. New York, NY: Earthscan, 2012.

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Bruijn, Theo J. N. M. de. and Tukker Arnold, eds. Partnership and leadership: Building alliances for a sustainable future. Dordrecht: Kluwer Academic, 2002.

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Marshall, Goldsmith, ed. The leadership investment: How the world's best organizations gain strategic advantage through leadership development. New York: AMACOM, 2001.

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Book chapters on the topic "Strategic leadership development"

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Taylor, Scott, and John Storey. "Strategic leadership development." In Leadership in Organizations, 113–33. Third edition. | Abingdon, Oxon ; New York, NY : Routledge, 2016.: Routledge, 2016. http://dx.doi.org/10.4324/9781315695792-7.

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Carnall, Colin, and Chris Roebuck. "Leadership through ‘Changing Minds’." In Strategic Leadership Development, 285–311. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1_11.

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Carnall, Colin, and Chris Roebuck. "Development of Leadership Theory." In Strategic Leadership Development, 38–67. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1_3.

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Carnall, Colin, and Chris Roebuck. "The Ethics of Leadership." In Strategic Leadership Development, 158–83. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1_7.

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Carnall, Colin, and Chris Roebuck. "Strategic Leadership: A Key to Organisational Success." In Strategic Leadership Development, 1–18. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1_1.

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Carnall, Colin, and Chris Roebuck. "Systems for Organisational Leadership Development." In Strategic Leadership Development, 246–84. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1_10.

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Carnall, Colin, and Chris Roebuck. "Key Themes in Strategic Leadership." In Strategic Leadership Development, 19–37. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1_2.

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Carnall, Colin, and Chris Roebuck. "Can Leadership be Developed, and If so how Best to Do It?" In Strategic Leadership Development, 68–103. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1_4.

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Carnall, Colin, and Chris Roebuck. "Leading for High Performance." In Strategic Leadership Development, 104–22. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1_5.

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Carnall, Colin, and Chris Roebuck. "Leading Change." In Strategic Leadership Development, 123–57. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-41501-1_6.

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Conference papers on the topic "Strategic leadership development"

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Aurelia, Inezia, and Soebowo Musa. "The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction & Work Motivation Towards Organizational Capabilities." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_233.

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Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing VUCA environment. 263 employees located from an international chemical-based company offices across the globe, who have worked more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect towards people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that foster the organizational learning, absorptive capacity, and organizational agility; while the study also found that the relationship between participative leadership and employee work motivation is not significant.
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Dominiece-Diasa, Baiba, Ineta Portnova, and Tatjana Volkova. "STRATEGIC FORESIGHT: TOWARDS ENHANCING LEADERSHIP CAPABILITIES AND BUSINESS SUSTAINABILITY." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.05.

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Organizations with well-developed strategic foresight capabilities have higher level awareness about the emerging pattern of external environment threats and opportunities and make better decisions to respond to these challenges. Scholars emphasise that even though topics on leadership and leadership capabilities have become increasingly popular, there is still little research on concepts and methods of ”futures studies”. Research purpose is to investigate the level of development of strategic foresight capabilities on the top management level in the drone industry and its application for ensuring long term business sustainability. Research methodology: a case study method and semi-structured inter-views. The main results of the research show that the drone industry applies some strategic foresight capabilities which are not fully recognized and exploited systematically by the business leaders. De-velopment and application of strategic foresight capabilities could be considered as a strategic priori-ty in the industry.
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Ahtiainen, Raisa. "Examining Broad-Based Pedagogical Leadership: How Teachers Perceive and Are Engaged in Their School's Strategic Development?" In 2019 AERA Annual Meeting. Washington DC: AERA, 2019. http://dx.doi.org/10.3102/1427661.

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Zamora, Ramon, R. Madhakomala, and Hamidah. "The Effect of Leadership Effectivity, Education and Training and Career Development to the Performance of Lecturers at University of Riau Kepulauan Batam." In International Conference on Strategic Issues of Economics, Business and, Education (ICoSIEBE 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210220.059.

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Nikitina, Olga. "Convention and Exhibition Industry: Digitalization and Strategic Leadership During the COVID-19 Crisis and After the Pandemic." In 1st International Scientific Conference "Legal Regulation of the Digital Economy and Digital Relations: Problems and Prospects of Development" (LARDER 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210318.035.

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Litvin, Eugeniu. "Facilities management and its areas of application." In 4th Economic International Conference "Competitiveness and Sustainable Development". Technical University of Moldova, 2022. http://dx.doi.org/10.52326/csd2022.23.

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Facility management (FM) as an industry has emerged as one of the fastest growing sectors over the decade. However, the scope and identity of FM is still unclear, as evidenced by the definitions and issues that attempt to describe its scope. In fact, FM is the multidisciplinary type of work that covers a wide range of different activities, responsibilities and knowledge. Moreover, every aspect of an organization seems to be drawn into FM. FM provides and manages a variety of support services to orchestrate all functions of the organization, emphasizing an integration of primary activities at both strategic and operational levels. Facilities managers are expected to be knowledgeable and possess a wide range of administrative and leadership skills. In addition, FM should integrate knowledge of both facilities and management in order to function effectively.
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Sundu, Mustafa. "Institutionalization Scale Development Study: A Research On Internationalized Firms." In Joint Conference ISMC 2018-ICLTIBM 2018 - 14th International Strategic Management Conference & 8th International Conference on Leadership, Technology, Innovation and Business Management. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.01.02.40.

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Takala, Minna, and Taina Tukiainen. "Regional Innovation Ecosystems Fostering Sustainable Development." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002247.

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Since 2014, European Union has recommended European regions to conduct development activities based on Smart Specialisation. Smart Specialisation is a place-based approach characterised by the identification of strategic areas based both on the analysis of the regional strengths and potential of the economy. It aims to enhance prosperity of European regions by creating enabling conditions, accelerating research, development and innovation activities as well as supporting Entrepreneurial Discovery Process (EDP) with wide stakeholder involvement. This outward-looking approach embraces open innovation ecosystems supported by collaborative activities combined with effective monitoring mechanisms. This paper examines experiences of the creation and implementation of smart specialisation strategies across Baltic Sea Region and at Häme Region in Finland. The paper introduces results of a SmartUp BSR –project. The study builds on ten cases in nine countries of the Baltic Sea Region. Large number of regional stakeholders involved in regional smart specialization strategy processes participated in project events to share their experiences and best practices. The aim was also to encourage participants to include Sustainable Development Goals 2030 into regional development activities. Activities also included innovation camps and pilots, which endorsed and accelerated activities related to strategy content and chosen spearheads. This also enhanced stakeholder participation and international collaboration widening the scope of the innovation ecosystem. The paper takes a deeper look as a case example of Häme Region, Finland. At Häme region open regional portfolio management tools were created, piloted and taken in use to support implementation of regional smart specialization strategy. Prior to development a benchmarking study was conducted with 18 Finnish regions. The aim was to support collaboration among regional stakeholders, provide flexible monitoring and reporting practices over the time and collection of new development ideas for the future. Experiences of new portfolio management tool practices were openly shared with other Finnish regions and interested stakeholders.The goal of this paper is to share experiences from ecosystem based leadership and management practices for regional development to support active stakeholder participation stakeholder and sustainable development.
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Baranskaitė, Edita. "The Evaluation Of Tourism Development Economic Impact Indicators In Lithuania." In Joint Conference ISMC 2018-ICLTIBM 2018 - 14th International Strategic Management Conference & 8th International Conference on Leadership, Technology, Innovation and Business Management. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.01.02.62.

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Campillo Arredondo, Jaciel Eduardo, Guillermo Cuamea Cruz, and Carlos Anaya Eredias. "Development of a strategic planning model through historical demand in an expanded polystyrene product company." In 20th LACCEI International Multi-Conference for Engineering, Education and Technology: “Education, Research and Leadership in Post-pandemic Engineering: Resilient, Inclusive and Sustainable Actions”. Latin American and Caribbean Consortium of Engineering Institutions, 2022. http://dx.doi.org/10.18687/laccei2022.1.1.591.

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Reports on the topic "Strategic leadership development"

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Sani, Farhat A. Strategic Leadership Development Model. Fort Belvoir, VA: Defense Technical Information Center, March 2012. http://dx.doi.org/10.21236/ada561961.

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Schwitters, James H. Cultural Hindrances to the Development of Strategic Leadership. Fort Belvoir, VA: Defense Technical Information Center, January 1996. http://dx.doi.org/10.21236/ada308619.

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Warker, Peter M. Strategic Leadership Competency Development: A Comparison of Generals Zinni and Powell. Fort Belvoir, VA: Defense Technical Information Center, March 2005. http://dx.doi.org/10.21236/ada432492.

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Young, Stephen, Jessica Diaz, Bert De Coutere, and Holly Downs. Leadership Development in the Flow of Work: Leveraging Technology to Accelerate Learning. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2047.

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"A recent industry trend survey of CEOs found that only 11% of organizations report having a strong enough bench to fill leadership roles (Rhyne, 2021). As such, effective leadership development is an imperative for any high-performing organization. Rather than focusing time, money, and energy on only a small subset of “high-potential” employees, organizations can realize the full potential of their entire workforce by providing tech-enabled leadership development to leaders at all levels. This paper shares the following insights for Chief Learning Officers interested in leveraging evidence-based practices to accelerate leader development at scale and unlock the collective potential of their workforce: • A brief overview of why we need new ways to develop leaders and a high-level description of the new digital assessment and development tools that meet individuals where they are – offering a highly personalized approach to development in-the-flow of work. • A review of eight research-based learning practices that provide a foundation for leveraging technology to make in-the-flow leadership development better, faster, and more accessible to leaders at all levels. For every learning practice, we provide implementation tips and discuss illustrative example tools. • We conclude with a discussion around the strategic use of the eight learning practices for enabling better organization-wide development outcomes. "
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Fonseca, Liliana, Lisa Nieth, Maria Salomaa, and Paul Benneworth. Universities and Place Leadership: a question of agency and alignment. Universiteit Twente - Department of Science, Technology and Policy Studies (STePS), 2021. http://dx.doi.org/10.3990/4.2535-5686.2021.01.

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There is increasing interest in the question of how different stakeholders develop, implement and lead regional upgrading processes with the concept of place leadership emerging as one response to this. Simultaneously, universities face growing expectations that they will contribute to regional development processes – often through their collaborative relationships with other regional stakeholders. But universities are complex in terms of their internal and institutional structures, which undermines their capacities to enact coherent place leadership roles. We seek to understand how strategic leadership in universities can contribute to innovation and regional development in the context of the fundamental institutional complexity of universities. We address this through a qualitative, explorative case study comparing six European regions where universities have sincerely attempted to deliver place leadership roles. We identify that the elements of agency and alignment are vital in that: firstly, university leadership has to align with regional coalitions on the one hand and internal structures on the other hand, and secondly, this leadership must give individuals agency in their regional engagement activities.
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Pittman, David, J. Buchanan, and Deborah Quimby. The Power of ERDC : ERDC 2020–2030 Strategy. Engineer Research and Development Center (U.S.), April 2021. http://dx.doi.org/10.21079/11681/40382.

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The ERDC 2020–2030 Strategy outlines the origination of the organization, future direction, and the methods used to accomplish its research and development mission. The Strategy details the Ends (where we are going and why), the Ways (how we will get there), and the Means (the resources needed to get there) by which we will achieve the US Army Engineer Research and Development Center (ERDC) strategy. To realize its vision and maintain its world-class status, ERDC strives to be the go-to organization for the Warfighter and the nation to solve large complex problems in its mission space. To strengthen the outcomes from the Ends, Ways, and Means, ERDC has adopted the philosophy of the Understand-Predict-Shape (UPS) paradigm. The UPS paradigm maximizes the potential of ERDC’s current research programs and helps contemplate, develop, and define the organization’s future portfolio. UPS represents a holistic view of the operational environment: How to better Understand the Present, Predict the Future, and Shape the Outcome. The ERDC leadership team has looked toward the future and defined major strategic Science and Technology campaigns that offer challenges that ERDC can, and should, effectively address.
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Rubin, Alex, Alan Omar Loera Martinez, Jake Dow, and Anna Puglisi. The Huawei Moment. Center for Security and Emerging Technology, July 2021. http://dx.doi.org/10.51593/20200079.

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For the first time, a Chinese company—Huawei—is set to lead the global transition from one key national security infrastructure technology to the next. How did Washington, at the beginning of the twenty-first century, fail to protect U.S. firms in this strategic technology and allow a geopolitical competitor to take a leadership position in a national security relevant critical infrastructure such as telecommunications? This policy brief highlights the characteristics of 5G development that China leveraged, exploited, and supported to take the lead in this key technology. The Huawei case study is in some ways the canary in the coal mine for emerging technologies and an illustration of what can happen to U.S. competitiveness when China’s companies do not have to base decisions on market forces.
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Jeong, Stephen, Sarah Stawiski, Sol Bukin, and Heather Champion. Stemming the Great Resignation through Leadership Development. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2051.

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The recent rise in voluntary turnover has sparked a renewed focus on attracting and retaining talent. In their attempts to stem the tide of the Great Resignation, organizations are augmenting traditional retention strategies – e.g., higher pay, enhanced benefits, more opportunities for career advancement etc. – with remote and hybrid work schedules brought about by the COVID pandemic. Given its inherent appeal to both employees and organizations, leadership development (LD) opportunities have long been believed to play a crucial role in helping to attract and retain employees. While the body of existing correlational research does point to a positive relationship between LD opportunities and retention, there is scant research that elucidates the mechanism(s) that may help to bridge the two. Guided by existing research, this paper examined Center for Creative Leadership’s large database of program evaluation data to uncover those potential mechanisms. We found preliminary support for three specific outcomes of leadership development that may serve as potential mediators linking LD with retention; they include enhanced self-efficacy, meaningful connections, and capacity to engage followers. We conclude with implications of these findings for future research as well as some caveats related to our investigation.
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Lavadenz, Magaly, and Gisela O’Brien. District Administrators' Perspectives on the Impact of The Local Control Funding Formula on English Learners. Loyola Marymount University, 2017. http://dx.doi.org/10.15365/ceel.policy.6.

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Two years into implementation, this policy brief examines how California’s Local Control Funding Formula (LCFF) and its accompanying Local Control Accountability Plan (LCAP) meet the needs of English Learners (ELs). Researchers seek to understand district administrator perspectives on the impact of LCFF for ELs through interviews and focus groups with administrators that represent districts from Northern, Central, and Southern California. Findings reveal that although the LCAP serves as a mechanism to increase personnel and PD efforts to address EL needs, it is still largely viewed as a compliance document that requires alignment with other strategic documents and is sensitive to changes in leadership. The following policy recommendations are made as a result of these findings: 1) re-design the LCAP to support districts in specifying EL learning goals, services, assessments and expected outcomes; 2) differentiate support for district administrators; and 3) invest (long-term) in district-level and site-level professional development with a focus on EL success.
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Gentry, William, and Richard Walsh. Mentoring First-Time Managers: Proven Strategies HR Leaders can Use. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2047.

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"When individual contributors or professionals are promoted into their first formal leadership position, many do not realize how tough that transition can be for them. We often hear that these leaders are not prepared, and lack the support and development to help make that transition successfully. When they are not supported, they suffer, and so too do their teams, the organization, and the HR leadership pipeline, which ultimately can negatively impact the organization’s bottom line. First-time managers are an important part of an organization’s talent and succession management. In turn, organizations may attempt to help first-time managers make the transition into leadership easier by implementing a formal mentoring program. This white paper supports this effort by: • Explaining the benefits a mentoring program can provide for first-time managers and their mentor. • Providing organizations a way to strengthen their own mentoring programs. • Offering HR leaders specific steps to follow and best practices applied in starting and maintaining a successful formal mentoring program specifically aimed at first-time managers. Formal mentoring programs are useful to support and develop first-time managers, an important leadership population that is vital for strengthening your leadership pipeline and succession management efforts. Armed with the knowledge from this white paper, we believe you will be able to gain a competitive advantage".
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