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Palgrave Macmillan

Making Strategic Leaders

  • Book
  • © 2009

Overview

Authors:
  1. Narendra Laljani
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Table of contents (8 chapters)

  1. Front Matter

    Pages i-xv
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  2. From Classroom to Boardroom: A Gap in Knowledge and Practice

    • Narendra Laljani
    Pages 1-8

  3. The Strategic Leader

    • Narendra Laljani
    Pages 9-29

  4. Strategic Leader Capability: A Conceptual Framework

    • Narendra Laljani
    Pages 30-69

  5. Strategic Leader Capability: Field Notes

    • Narendra Laljani
    Pages 70-116

  6. Developing Strategic Leaders: An Integrated View

    • Narendra Laljani
    Pages 117-142

  7. Leader Development Interventions: Action Research

    • Narendra Laljani
    Pages 143-179

  8. Making Strategic Leaders: Some Reflections

    • Narendra Laljani
    Pages 180-205

  9. Appendices

    • Narendra Laljani
    Pages 206-213

  10. Back Matter

    Pages 214-231
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Keywords

About this book

Motivated by a desire to improve the effectiveness of the development of strategic leaders, this book focuses on the individual charged with shaping strategy and leading change in organizations. It offers a new and insightful model of strategic leader capability, and challenges much of the received wisdom of the leader development industry.

About the author

NARENDRA LALJANI is a director at Ashridge with responsibility for the Leading Strategy and Change executive education group, graduate programmes, and research. He teaches on the Advanced Management Programme and the MBA. In addition, he has worked on numerous customized executive development engagements, and has also served as a consultant to a number of leading international corporations. Prior to joining Ashridge, he had an international general management career in the chemical industry.

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