Strategic leadership : the general's art / editors, Mark Grandstaff, Georgia Sorenson ; afterword by James MacGregor Burns.

Format:

Book

Contributor:

Grandstaff, Mark, editor.

Sorenson, Georgia Jones, editor.

Burns, James MacGregor, writer of foreword.

Language:

English

Subjects (All):

Leadership.

Strategic planning.

Physical Description:

1 online resource (369 pages) : illustrations

Edition:

1st ed.

Place of Publication:

Vienna, Virginia : Management Concepts, 2009.

Summary:

Think Like a General...Lead Like an Executive "At their center, great organizations such as America's armed forces are the product of great leaders. This fantastic book reveals the keys to success within the military culture, as well as relevant and practical application tools for creating strong leaders today." --Stephen R. Covey, author of The 7 Habits of Highly Effective People and The 8th Habit: From Effectiveness to Greatness What distinguishes strategic leadership? According to top U.S. Army generals, the difference lies in the discipline of thinking . Because the problems strategic leaders face are often multi-faceted and can involve ethical dilemmas, these leaders must move beyond thinking tactically and take a longer term, broader approach to finding solutions. Through the U.S. Army War College and other senior-service colleges, the Army teaches strategic thinking to its officers, developing some of the most esteemed leaders of our time. Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes. With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive. Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes. With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.

Contents:

Cover

Half Title

Title

Copyright

Dedication

Contents

Editors' Preface

PART I A Culture of Leadership

CHAPTER 1 Creating a Culture of Leadership Development George E. Reed, PhD

What Is a Culture of Leadership?

The Army's Leadership Framework

The Army's Approach to Leader Development

The U.S. Army War College and the Education of Strategic Leaders

PART II Strategic Thinking

CHAPTER 2 Self-Awareness: Enhancing Strategic Leader Development Craig Bullis, PhD

Methodologies to Enhance a Strategic Leader's Self-Awareness

Personality Assessment

Behavioral Assessment

The Process of Enacting Individual Change through Increased Self-Awareness

Unfreezing Leadership Behavior

Changing Leadership Behavior

Refreezing Leadership Behavior

CHAPTER 3 Thinking Critically about Critical Thinking Stephen Gerras, PhD

A Critical Thinking Model

Clarify Concern

Evaluate Information

Consider Points of View

Identify Assumptions

Make Sound Inferences

Consider Implications

Heuristics

Availability Heuristics

Representativeness Heuristics

Anchoring and Adjustment Heuristics

Identifying Fallacious Arguments

Arguments against a Person

False Dichotomies

Appeals to Unqualified Authority

False Causes

Appeals to Fear

Appeals to the Masses

Slippery Slopes

Weak Analogies

Red Herring

CHAPTER 4 Systems Thinking and Senior Leadership George E. Reed, PhD

The Procedural Organization

Understanding Systems Thinking

Applying Systems Thinking

The Problem of "Busy-ness"

Recognizing Interrelationships and Patterns

A Systems Thinking Framework

CHAPTER 5 Strategic Leaders and the Uses of history Mark Grandstaff, PhD

Strategy and Choice

Case Study: The Korean War Dilemma

Selecting Objectives

Examining Analogies

Lessons from Korea.

Case Study: The Decision to Fight and Occupy Iraq

Leadership and Change: Keeping What's Important to the Institution

Truman, Kennedy, and Preventive Strikes

Bringing the Best Forward: General George C. Marshall and the Army Tradition

Thinking Historically

History Provides Context

History Demonstrates Multicausality

History Is Complex

CHAPTER 6 Creative Thinking for Individuals and teams COL Charles D. Allen, U.S. Army

Barriers to Creativity

Individual Preferences and Creative Style

Individual and Team Roles

Processes for Group Creativity

Organizational Culture and Innovation

PART III Strategic Leadership

CHAPTER 7 Visioning, Environmental Scanning, and Futuring for Strategic Leaders COL James Oman, U.S. Army, and COL Mark Eshelman, U.S. Army

Visioning

Characteristics of a Vision

Value of a Vision

Creating the Vision

Vision Formulation

Implementing the Vision

Expressing the Vision

Explaining the Vision

Extending the Vision

Expanding the Vision

CHAPTER 8 Strategic Leadership and Organizational Culture Stephen Gerras, PhD, and COL Charles Allen, U.S. Army

Organizational Culture

Artifacts

Norms and Values

Assumptions

The Power of Culture

Culture Change

Embedding Mechanisms

Reinforcing Mechanisms

CHAPTER 9 Cultural Diversity and Leadership COL Julie T. Manta, U.S. Army

Cultural Diversity

Developing Cultural Awareness

Acquiring Cultural Knowledge

Developing Cultural Skills

CHAPTER 10 The Strategic Leader as Negotiator COL George Woods, U.S. Army

What Is a Negotiation?

Why Is Negotiating so Dic ffi ult?

The Principles of a Successful Negotiation

Don't Argue over Positions

Separate the People from the Problem

Discover Underlying Interests

Create Options for Mutual Gain

Insist on Objective Criteria.

Define What Constitutes a Bad Deal

Preparing for a Negotiation

The Horizontal Dimension of Negotiating

The Internal Dimension of Negotiating

The Ratification Dimension of Negotiating

A Negotiation Framework

Determining Interests

Developing Options

Making Choices

Building Relationships

Building and Maintaining Trust

Putting It All Together

CHAPTER 11 Leading Change COL Lee DeRemer, U.S. Air Force

Strategic Leaders as Change Agents

Leading Change

Managing Change

Embedding and Reinforcement Mechanisms

What Leaders Watch

How Leaders React

How Leaders Teach

How Leaders Reward

Who Leaders Recruit and Promote

Thriving on Change

Resisting Complacency

Avoiding Impediments to Change

Exhibiting Positive Leadership

Being a Learning Organization

Hiring the Right People First

Focusing on Strengths

Developing Agility and Resiliency

Leading Humbly

PART IV Gettysburg: A Case Study in Strategic Leadership

CHAPTER 12 Gettysburg: A Case Study in Strategic Leadership COL Mark Eshelman, U.S. Army, and COL James Oman, U.S. Army

Battle Overview

Day 1-McPherson's Ridge and the Reynolds Statue

Day 1-Cemetery Hill

Day 2-Seminary Ridge

Day 2-Little Round Top

Day 3-Pickett's Charge

November 19, 1863-President Lincoln's Gettysburg Address

Afterword

Index.

Notes:

Includes index.

Description based on print version record.

ISBN:

9781523096176

1523096179

OCLC:

1022795845