Making Strategic Leaders: Some Reflections

Narendra Laljani

Chapter 7 in Making Strategic Leaders, 2009, pp 180-205 from Palgrave Macmillan

Abstract: Abstract It is generally recognized that superior managerial skills that are rare and difficult to imitate are a valuable potential source of sustainable competitive advantage (Castanias and Helfat, 1991; Hart and Banbury, 1994). In particular, it has long been argued that strategic leaders — who by virtue of their roles make an organization-wide impact, and shape, orchestrate, or facilitate both the short-term and long-term future of the organization — make a vital contribution to organizational success or failure (Ireland and Hitt, 1999). Within a business context, it has been suggested that being able to exercise strategic leadership in a competitively superior manner facilitates the firm’s efforts to earn superior returns on its investment (Rowe, 2001).

Keywords: Informal Learning; Leader Development; Formal Learning; High Performer; Mastery Experience (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-24863-2_7

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DOI: 10.1057/9780230248632_7

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