Strategic Leadership
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12 CHAPTERCHAPTER Conflict and Change: The Limits and Possibilities of Strategic Leadership W e have learned that change and con ...
242 Strategic Leadership because people, with their contending values, interests, personalities, and points of view, are everywh ...
Conflict and Change 243 circles” and “virtuous circles.” In a vicious circle, a single cultural system is imposed on another, an ...
244 Strategic Leadership their own thinking, all of which are characteristics of learning organizations. It is just this kind of ...
Conflict and Change 245 teaching and scholarship can be disconnected. Scholarship in some form, whether published or otherwise, ...
246 Strategic Leadership between teaching and scholarship. Beyond aligning policies with practices that reward a variety of form ...
Conflict and Change 247 than are typically brought to bear on it. As noted in Greater Expectations, “Liberal education is an edu ...
248 Strategic Leadership ADVERSARIAL LIMITS TO STRATEGIC LEADERSHIP As any practitioner of strategy will quickly acknowledge, th ...
Conflict and Change 249 the intended audience for some of the studies, while in other cases it is faculty members or academic ad ...
250 Strategic Leadership also help people to develop new ways of thinking by encouraging reflection on hidden assumptions, value ...
Conflict and Change 251 Based on the perspectives provided in this analysis, it is clear that strategic leadership brings a larg ...
252 Strategic Leadership changes are limited or minor adjustments in day-to-day management policies and practices, such as a cha ...
Conflict and Change 253 be entirely accomplished because changes in the outside world will continue to necessitate changes insid ...
254 Strategic Leadership be correct. Yet effective strategy programs provide the tools to avoid the worst of a crisis before it ...
Conflict and Change 255 As has also become evident, strategic leadership is limited in other ways. Because strategies take their ...
256 Strategic Leadership leadership is to develop people’s adaptive capacity for tackling an ongoing stream of hard problems” (1 ...
13 CHAPTERCHAPTER Conclusion: The Strategic Integration of Leadership T he time has come to take stock of the enterprise of stra ...
258 Strategic Leadership and enacts many of the characteristics of relational leadership by building trust and commitment among ...
Conclusion 259 discipline. The claims that it advances and the goals that it sets require the syn- thesis of information, concep ...
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