Organizations in need of strategic turnaround often seek charismatic leaders to lead change efforts. With the growing popularity of democratizing workplaces, team‐based approaches to strategic change are emerging. The literature on each of these change approaches is reviewed. Several research propositions are offered which suggest that strategic teams can be a better choice than charismatic leaders for turning around an organization. The authors also note the need for future research to compare the effectiveness of charismatic leaders with the effectiveness of strategic teams in planning and initiating strategic change.

Leadership for strategic change

Leadership style is a variable that has received significant attention in the management literature. This study suggests that effective leadership style may not be dependent on whether an organization is for‐profit or not‐for‐profit. The findings of this study indicate that even in a not‐for‐profit context, effective leadership is defined not only by task and people orientations but also the interaction between them. Therefore, in developing the psychological profile of effective not‐for‐profit leaders, as is the case in the for‐profit sector, management researchers should explore both their task and people orientations.

The impact of leadership style on organizational growth

Leadership: a selected bibliography

Project managers do not deliver projects, teams do

of dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy

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Generic strategies, leader attributes, environmental uncertainty, and organizational performance : an empirical investigation of contingencies and configurational outcomes

It looks at last as if the study of leadership is moving forward into a more productive phase which will benefit those operating at all levels of management and direction. This seems to have happened because ideas have been brought together from a variety of disciplines political science, psychology, social anthropology and management, for example and reconciled to give a richer but more complex picture of the leadership process which can be applied at the strategic levels of an enterprise. This development has been paralleled by a growing interest in the personality and motivation of executives which has produced new and better means of identifying those with potential for leadership at the strategic level. Accordingly, this paper reviews some of the ideas and approaches which have contributed to this deeper understanding. Following a brief examination of some of the earlier models of the leadership process and their limitations, attention is then given to models which incorporate situational elements which can affect the strategy of an enterprise, and to transforming leadership, which by changing attitudes, norms and institutions, can have a major impact upon strategy. As a basis for a comprehensive model of leadership at the strategic level, we have taken YukI's model of leadership effectiveness and adapted it to accommodate transformational leadership behaviour. This revised model is then linked to conceptual frameworks and methods for identifying and selecting strategic-level leaders, and for matching leaders to strategic requirements. The paper concludes with a practical example of strategic leadership in action as a test for the applicability of the model and as a source of further ideas about values, enterprise culture, and leadership development.

E. Andrew Life

Papers

Strategy: Corporate Leadership