Introduction

David B. Zoogah

A chapter in Strategic Followership, 2014, pp 3-16 from Palgrave Macmillan

Abstract: Abstract During my college days in my native country, Ghana, I observed that executives, particularly CEOs, were appointed and tenured in ways that, by the standards of my adopted country, the United Sates, or even that of European countries, would not make sense. When I finished my doctorate, I decided to study the leadership behaviors of executives (i.e., strategic leadership) in my country. Given that access to executives is “privileged,” I decided to use a network that, although weak, was strong enough to enable me to meet a few executives. In the process, I had the opportunity to visit Mr. Okranie, a long-lost friend who is now a a director in one of the ministries in Ghana. Naturally, my friend wanted to know how it was that I had called him after so long a period of no communication.

Keywords: Strategic Behavior; Strategic Action; Strategic Objective; Strategic Role; Positive Deviance (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-35442-6_1

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DOI: 10.1057/9781137354426_1

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