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Other titles in the Jossey-Bass Business & Management series:

Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success (Jossey-bass Business & Management)

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Synopses & Reviews

Please note that used books may not include additional media (study guides, CDs, DVDs, solutions manuals, etc.) as described in the publisher comments.

Publisher Comments:

Praise for Becoming a Strategic Leader

"If you manage anything of importance—from a company to a functional area—read this book, and share it with your team. You'll dog-ear plenty of pages and blow away your previous performance."

—Steve Wigginton, executive vice president, Neoforma, Inc.

"The authors write with authority and experience that work well to convince readers they have valuable information to convey. Their advice is specific, concrete, and compelling, and the book provides many useful exercises."

—Amy Edmondson, professor, Harvard Business School

"Reader friendly and action packed. An excellent investment in your organization's future success."

—Graham Tillotson, group executive vice president, The Delfield Group/Enodis

"This book is required reading for leaders at all levels within your organization. Crisp, concise, and practical, Hughes and Beatty have provided a road map that will enhance both effectiveness and sustainable competitive advantage."

—Jon Abeles, senior vice president, Catholic Healthcare Partners

"A refreshing addition to the writings on strategic leadership...it suggests, in immediate and practical ways, how each organization member can become more engaged and more influential in developing the strategy that will shape the organization's future."

—David Campbell, Smith Richardson Senior Fellow, Center for Creative Leadership

Book News Annotation:

Hughes and Beatty, both of the Center for Creative Leadership, offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations. They outline a framework based on their organization's Developing the Strategic Leader program, and give suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more resilient. Numerous checklists are included, and appendices provide 30 pages of assessment instruments.
Annotation 2004 Book News, Inc., Portland, OR (booknews.com)

Synopsis:

Today’s organizations face difficult challenges in order to remain competitive—the quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership. In Becoming a Strategic Leader Rich Hughes and Kate Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations. Based on CCL’s  successful Developing the Strategic Leader Program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach—thinking, acting, and influencing.

Synopsis:

Today's organizations face difficult challenges in order to remain competitive—the quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership.

In Becoming a Strategic Leader Richard Hughes and Katherine Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations.

Based on CCL's successful Developing the Strategic Leader program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach—thinking, acting, and influencing.

About the Author

Richard L. Hughes is a senior enterprise associate at the Center for Creative Leadership campus in Colorado Springs, Colorado. He is the senior author of the textbook Leadership: Enhancing the Lessons of Experience.

Katherine Colarelli Beatty is the program manager for the Developing the Strategic Leader (DSL) program. She is a trainer in the DSL program and also designs and delivers custom programs.

The Center for Creative Leadership is an international nonprofit educational institution whose mission is to advance the understanding, practice, and development of leadership for the benefit of society worldwide. Based in Greensboro, North Carolina, it conducts research, produces publications and assessment tools, and offers a variety of educational programs. For the second consecutive time, CCL was ranked number one in leadership education in the Executive Education Special Report in BusinessWeek magazine. For more information visit CCL's Web site at www.ccl.org.

Table of Contents

Preface.

Acknowledgments.

The Authors.

Introduction.

1. What Is Strategic Leadership?

2. Strategic Thinking.

3. Strategic Acting.

4. Strategic Influence.

5. Strategic Leadership Teams.

6. Making Strategy a Learning Process in Your Organization.

7. Becoming a Strategic Leader.

Appendix A: Strategic Driver Paired-Voting Form.

Appendix B: STRAT: Strategic Team Review and Action Tool.

Appendix C: STRAT Items and the Learning Process.

Appendix D: Using STRAT to Develop Your SLT.

Appendix E: STRAT Norm Data.

References.

Index. About the Center for Creative Leadership.

Product Details

ISBN:
9780787968670
Subtitle:
Your Role in Your Organization's Enduring Success
Author:
Hughes, Richard L.
Author:
Beatty, Katherine M.
Author:
Beatty, Katherine Colarelli
Publisher:
Jossey-Bass
Subject:
Leadership
Subject:
Success in business
Subject:
Strategic planning
Subject:
Organizational effectiveness
Subject:
Business Writing
Subject:
Management / Leadership
Copyright:
Edition Description:
Hardcover
Series:
J-B CCL (Center for Creative Leadership)
Series Volume:
27
Publication Date:
20071210
Binding:
Electronic book text in proprietary or open standard format
Grade Level:
Professional and scholarly
Language:
English
Illustrations:
Y
Pages:
288
Dimensions:
9.26x6.36x1.09 in. 1.05 lbs.

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Related Subjects

Business » General
Business » Management
Business » Teamwork
Business » Writing
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Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success (Jossey-bass Business & Management) Used Hardcover
0 stars - 0 reviews
$21.00 In Stock
Product details 288 pages Jossey-Bass - English 9780787968670 Reviews:
"Synopsis" by , Today’s organizations face difficult challenges in order to remain competitive—the quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership. In Becoming a Strategic Leader Rich Hughes and Kate Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations. Based on CCL’s  successful Developing the Strategic Leader Program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach—thinking, acting, and influencing.
"Synopsis" by , Today's organizations face difficult challenges in order to remain competitive—the quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership.

In Becoming a Strategic Leader Richard Hughes and Katherine Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations.

Based on CCL's successful Developing the Strategic Leader program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach—thinking, acting, and influencing.

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