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Becoming a Strategic Leader


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Table of Contents

Preface ix Acknowledgments xiii About the Authors xvii Introduction 1 1. What Is Strategic Leadership? 9 2. Strategic Thinking 53 3. Strategic Acting 105 4. Strategic Infl uence 145 5. Strategic Leadership Teams 197 6. Leadership Strategies for Superior Performance 229 7. Developing Strategic Leadership 259 Appendix A: Strategic Driver Paired-Voting Form 283 Appendix B: STRAT: Strategic Team Review and Action Tool 285 Appendix C: Using STRAT to Develop Your Strategic Leadership Team 291 Appendix D: STRAT Norm Data 299 Appendix E: Talent Sustainability Requirements 303 Appendix F: Leadership Strategy Plan Template 305 Appendix G: Action Learning Projects Criteria for Project Selection 309 References 311 Index 319 About the Center for Creative Leadership 327

About the Author

Richard L. Hughes served as transformation chair and academic department head at the U.S. Air Force Academy. He has also served in various management and teaching roles at the Center for Creative Leadership (CCL), where his work focused on senior executive leadership and organizational leadership development. Katherine Colarelli Beatty has developed strategic leadership capabilities in individuals, teams, and organizations for more than twenty years. She has worked with nonprofit, government, and for-profit organizations from a variety of industries around the globe. Kate is the managing director of the Colorado Springs campus of CCL. David L. Dinwoodie has served as general manager of EADA Business School in Barcelona. He has held senior management positions with pan-European and global responsibilities at Ernst & Young, BICC General Cable, Planeta de Agostini, and Bristol-Myers Squibb. David is the regional director for Latin America at CCL.

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