Strategic Leadership: The General's Art

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Mark R. Grandstaff, Georgia Jones Sorenson
Management Concepts Inc., 2009 - Business & Economics - 335 pages
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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 Peopleand 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 offers:

  • Strategic thinking and leadership processes taught by the military to its senior leadership
  • Strategic leadership theories and practical exercises to help put those theories into action
  • The valuable knowledge that Fortune 500 companies, government agencies, and non-profit organizations gain through U.S. Army War College workshops

Table of Contents

Creating a Culture of Leadership Development • Self-Awareness: Enhancing Strategic Leader Development • Thinking Critically about Critical Thinking • Systems Thinking and Senior Leadership • Strategic Leaders and the Uses of History • Creative Thinking for Individuals and Teams • Visioning, Environment Scanning, and Futuring for Strategic Leaders • Strategic Leadership and Organizational Culture • Cultural Diversity and Leadership • The Strategic Leader as Negotiator • Leading Change • Gettysburg: A Case Study in Strategic Leadership

 

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Contents

Creating a Culture of Leadership Development
3
What Is a Culture of Leadership?
6
The Armys Leadership Framework
7
The Armys Approach to Leader Development
11
The US Army War College and the Education of Strategic Leaders
13
Strategic Thinking
23
SelfAwareness Enhancing Strategic Leader Development
25
Methodologies to Enhance a Strategic Leaders SelfAwareness
27
Explaining the Vision
170
Extending the Vision
171
Strategic Leadership and Organizational Culture
177
Organizational Culture
178
Artifacts
179
Norms and Values
180
Assumptions
181
The Power of Culture
183

Behavioral Assessment
29
The Process of Enacting Individual Change through Increased SelfAwareness
31
Unfreezing Leadership Behavior
32
Changing Leadership Behavior
35
Refreezing Leadership Behavior
39
Thinking Critically about Critical Thinking
43
A Critical Thinking Model
45
Clarify Concern
47
Evaluate Information
49
Identify Assumptions
52
Make Sound Inferences
54
Consider Implications
55
Heuristics
57
Availability Heuristics
58
Representativeness Heuristics
59
Anchoring and Adjustment Heuristics
62
Identifying Fallacious Arguments
65
Arguments against a Person
67
Appeals to Unqualified Authority
68
False Causes
69
Appeals to Fear
70
Slippery Slopes
71
Red Herring
72
Systems Thinking and Senior Leadership
77
The Procedural Organization
79
Understanding Systems Thinking
81
Applying Systems Thinking
83
The Problem of Busyness
84
Recognizing Interrelationships and Patterns
86
A Systems Thinking Framework
89
Strategic Leaders and the Uses of History
95
Strategy and Choice
97
The Korean War Dilemma
98
Selecting Objectives
102
Examining Analogies
105
Lessons from Korea
106
The Decision to Fight and Occupy Iraq
109
Keeping Whats Important to the Institution
112
General George C Marshall and the Army Tradition
114
Thinking Historically
117
History Demonstrates Multicausality
118
Creative Thinking for Individuals and Teams
123
Barriers to Creativity
128
Individual Preferences and Creative Style
130
Individual and Team Roles
135
Processes for Group Creativity
138
Organizational Culture and Innovation
141
Strategic Leadership
149
Visioning Environmental Scanning and Futuring for Strategic Leaders
151
Visioning
152
Characteristics of a Vision
154
Value of a Vision
158
Creating the Vision
159
Vision Formulation
161
Implementing the Vision
169
Culture Change
186
Embedding Mechanisms
187
Reinforcing Mechanisms
190
Cultural Diversity and Leadership
197
Cultural Diversity
198
Developing Cultural Awareness
200
Acquiring Cultural Knowledge
207
Developing Cultural Skills
213
The Strategic Leader as Negotiator
223
What Is a Negotiation?
226
Why Is Negotiating so Difficult?
230
The Principles of a Successful Negotiation
232
Separate the People from the Problem
233
Discover Underlying Interests
236
Create Options for Mutual Gain
237
Insist on Objective Criteria
238
Define What Constitutes a Bad Deal
241
Preparing for a Negotiation
242
The Horizontal Dimension of Negotiating
243
The Internal Dimension of Negotiating
244
The Ratification Dimension of Negotiating
246
A Negotiation Framework
250
Determining Interests
251
Developing Options
253
Making Choices
255
Building Relationships
256
Building and Maintaining Trust
257
Putting It All Together
261
Leading Change
269
Strategic Leaders as Change Agents
270
Leading Change
271
Managing Change
273
Embedding and Reinforcement Mechanisms
278
How Leaders React
279
How Leaders Reward
280
Who Leaders Recruit and Promote
281
Thriving on Change
283
Avoiding Impediments to Change
284
Exhibiting Positive Leadership
285
Being a Learning Organization
286
Focusing on Strengths
287
Leading Humbly
290
Gettysburg A Case Study in Strategic Leadership
293
Gettysburg A Case Study in Strategic Leadership
295
Battle Overview
296
Day 1 McPhersons Ridge and the Reynolds Statue
299
Day 1 Cemetery Hill
302
Day 2 Seminary Ridge
305
Day 2 Little Round Top
308
Day 3 Picketts Change
312
November 19 1863 President Lincolns Gettysburg Address
318
Afterword
323
Index
327
Copyright

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About the author (2009)

Mark R. Grandstaff, PhD, an award-winning writer and lecturer, has worked with the U.S. Army War College, U.S. Air War College, Joint Special Operations Command, and other organizations to educate their senior officers and executives in strategic leadership and thinking and to analyze and prescribe solutions for organizational problems. He holds a PhD in History from the University of Wisconsin at Madison and is currently a professor of History at Brigham Young University. Dr. Grandstaff is also a Senior Fellow of the James MacGregor Burns Academy of Leadership and a Fellow of the Inter-University Seminar for the Study of the Armed Forces.

Georgia Sorenson, PhD, served as Inaugural Chair and Professor of Transformation at the U.S. Army War College. She is a research professor and founder of the James MacGregor Burns Academy of Leadership at the School of Public Policy at the University of Maryland. She holds a PhD in Education from the University of Maryland. An architect of the leadership studies field, Dr. Sorenson has lectured extensively on leadership in more than 30 countries and serves on the editorial board of several leadership journals.

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