Strategic leadership theory and research on executives, top management teams, and boards

By:

Finkelstein, Sydney

Material type: Text

TextPublication details: New York Oxford University Press 2009Description: xv, 463 p. : ill. ; 25 cmISBN:

9780195162073

Subject(s):

Leadership

DDC classification:

658.409FIN

Summary: 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.

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Holdings
Item type	Current library	Call number	Status	Barcode
Book	UONGOZI Institute Resources Centre - Dar es Salaam	658.409FIN (Browse shelf(Opens below))	Available	003739

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Previous	658.409CHA Everybody matters the extraordinary power of caring for your people like family	658.409COH Influence without authority	658.409FAR The Innovation Paradox the success of failure, the failure of success	658.409FIN Strategic leadership theory and research on executives, top management teams, and boards	658.409GAL First, break all the rules what the world's greatest managers do differently	658.409GEO 7 lessons for leading in crisis	658.409GEO Authentic leadership rediscovering the secrets to creating lasting value	Next

Includes bibliographical references (p. 383-450) and index.

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.

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