- Introduction - The Strategic Environment - Information Age and Strategic Decision Making - Systems Thinking And Learning Organizations - Framing Perspectives - Strategic Leader Performance Requirements - Developing Strategic Leaders - Executive Assessment - Strategic Thinking - Creating and Managing Teams.

The Strategic Leadership and Decision Making text directly supports the Commandant's vision, ICAF mission and our department mission and core course. The department's mission is to assist ICAF students in developing the knowledge and skills they will need to be effective as strategic thinkers and decision makers in the national security affairs arena.

This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top-- their experiences, abilities, values, social connections, aspirations, and other human features. The actions--or inactions--of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs); and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g., values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors). Strategic Leadership synthesizes what is known about strategic leadership and indicates new research directions. The book is meant primarily for scholars who strive to assess and understand the phenomena of strategic leadership. It offers a considerable foundation on which professionals involved in executive search, compensation, appraisal and staffing, as well as board members who evaluate executive performance and potential, might build their tools and perspectives.

Strategic leadership techniques are the cornerstone to positive growth and prosperity within businesses and organizations. Implementing new management strategies and practices helps to ensure managers are optimizing their resources and driving innovation. The Encyclopedia of Strategic Leadership and Management investigates emergent administrative techniques and business practices being utilized within corporate and educational settings. Highlighting empirical research and best practices within the field, this encyclopedia will be an authoritative reference source for students, researchers, faculty, librarians, managers, and leaders across various disciplines and cultures.

Leaders and managers face tremendous pressure to keep their organizations moving forward successfully. It can seem like an impossible task amid economic uncertainty and hyper-competition. The roles of leader and manager tug us in opposite directions: managers seek stability and predictability, and leaders usually opt for turbulence and change. With so many companies asking their best employees to be both leaders and managers, it's no wonder that so much of the business world is dysfunctional. This guidebook explains how leader-managers work-and how to succeed in both roles. You can learn how to - leverage competing requirements for leading and managing change; - formulate effective operational and developmental strategies; - make decisions that address complex challenges and opportunities; and - help people through the anxiety and trauma of change. Whether you are a student seeking to understand the workplace, an employee rising up the ranks or an active leader or manager, Strategic Leadership and Strategic Management provides you with tools and knowledge to help your organization succeed.

Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.