TY  - CHAP
AB  - This part aims to push thinking on strategic leadership one step further. In all of the previous parts we follow quite a hierarchical model, in which leaders at the top outline the vision, the strategy, and the key implementation tools. Here, Russ Marion and Mary Uhl-Bien challenge the validity of this view of strategic leadership. They argue that strategic leadership is about interacting effectively within a complex interplay of environmental and organizational forces to enable fit environments and adaptive organizations. For them this means that strategic leaders need to pay significant attention to the interdependence between their organizations and both competitors and other relevant organizations in the niches in which they operate. It also means that they need to develop adaptive leadership capacity far down in the organization and show a willingness to follow those leaders at the lower levels. Marion and Uhl-Bien then argue both that strategic leaders have a more interdependent view of organizations and that they have a greater willingness to act as followers than we see in any of the leadership and/or strategy literature. As this approach to strategic leadership is quite new, we do not have application chapters here.
VL  - 4
SN  - 978-6-6110-4908-9, 978-0-7623-1332-7/1479-3571
DO  - 10.1016/S1479-3571(07)04027-8
UR  - https://doi.org/10.1016/S1479-3571(07)04027-8
ED  - Robert Hooijberg
ED  - James G. (Jerry) Hunt
ED  - John Antonakis
ED  - Kimberly B. Boal
ED  - Nancy Lane
PY  - 2007
Y1  - 2007/01/01
TI  - Part VI: Leadership in Complex Environments
T2  - Being There Even When You Are Not
T3  - Monographs in Leadership and Management
PB  - Emerald Group Publishing Limited
SP  - 271
Y2  - 2024/05/07
ER  -