Advice for Strategic Leaders in Turbulent Times

Abstract

The model of strategic leadership process that lies at the core of this book depicts it as a multidimensional and multilevel balancing act that defies oversimplifying assumptions and false dichotomies. Instead, we encourage strategic leaders to understand larger holistic patterns emerging over time, and staying aware of the inherent complexities and competing pressures—employing multiple ways of thinking and reasoning about strategic issues. Given the inherent limits of any single individual’s capacity, skills, and expertise, successful strategic leadership inevitably implies empowerment of organizational members other than the CEO in the strategic leadership process. Such strategic leadership networks that extend well beyond the C-suites and where virtually all organizational members can become leaders in the right situation enables leaders to foster organizational ambidexterity and thus effectively deal with the increased organizational complexity and environmental turbulence. Individual leaders’ charisma, vision, wisdom, and ability to articulate and enact shared values and purpose serve to both ensure viability and govern these strategic leadership networks.