Strategic Leadership

Table of contents

1. Cover
2. Title Page
3. Copyright Page
4. About the Editors
5. About the Authors
6. Dedication
7. Contents
8. Editors’ Preface
9. PART I A Culture of Leadership
   1. CHAPTER 1 Creating a Culture of Leadership Development
      1. What Is a Culture of Leadership?
      2. The Army’s Leadership Framework
      3. The Army’s Approach to Leader Development
      4. The U.S. Army War College and the Education of Strategic Leaders
10. PART II Strategic Thinking
    1. CHAPTER 2 Self-Awareness: Enhancing Strategic Leader Development
       1. Methodologies to Enhance a Strategic Leader’s Self-Awareness
          1. Personality Assessment
          2. Behavioral Assessment
       2. The Process of Enacting Individual Change through Increased Self-Awareness
          1. Unfreezing Leadership Behavior
          2. Changing Leadership Behavior
          3. Refreezing Leadership Behavior
    2. CHAPTER 3 Thinking Critically about Critical Thinking
       1. A Critical Thinking Model
          1. Clarify Concern
          2. Evaluate Information
          3. Consider Points of View
          4. Identify Assumptions
          5. Make Sound Inferences
          6. Consider Implications
       2. Heuristics
          1. Availability Heuristics
          2. Representativeness Heuristics
          3. Anchoring and Adjustment Heuristics
       3. Identifying Fallacious Arguments
          1. Arguments against a Person
          2. False Dichotomies
          3. Appeals to Unqualified Authority
          4. False Causes
          5. Appeals to Fear
          6. Appeals to the Masses
          7. Slippery Slopes
          8. Weak Analogies
          9. Red Herring
    3. CHAPTER 4 Systems Thinking and Senior Leadership
       1. The Procedural Organization
       2. Understanding Systems Thinking
       3. Applying Systems Thinking
       4. The Problem of “Busy-ness”
       5. Recognizing Interrelationships and Patterns
       6. A Systems Thinking Framework
    4. CHAPTER 5 Strategic Leaders and the Uses of History
       1. Strategy and Choice
       2. Case Study: The Korean War Dilemma
          1. Selecting Objectives
          2. Examining Analogies
          3. Lessons from Korea
       3. Case Study: The Decision to Fight and Occupy Iraq
       4. Leadership and Change: Keeping What’s Important to the Institution
          1. Truman, Kennedy, and Preventive Strikes
          2. Bringing the Best Forward: General George C. Marshall and the Army Tradition
       5. Thinking Historically
          1. History Provides Context
          2. History Demonstrates Multicausality
          3. History Is Complex
    5. CHAPTER 6 Creative Thinking for Individuals and Teams
       1. Barriers to Creativity
       2. Individual Preferences and Creative Style
       3. Individual and Team Roles
       4. Processes for Group Creativity
       5. Organizational Culture and Innovation
11. PART III Strategic Leadership
    1. CHAPTER 7 Visioning, Environmental Scanning, and Futuring for Strategic Leaders
       1. Visioning
          1. Characteristics of a Vision
          2. Value of a Vision
       2. Creating the Vision
          1. Vision Formulation
       3. Implementing the Vision
          1. Expressing the Vision
          2. Explaining the Vision
          3. Extending the Vision
          4. Expanding the Vision
    2. CHAPTER 8 Strategic Leadership and Organizational Culture
       1. Organizational Culture
          1. Artifacts
          2. Norms and Values
          3. Assumptions
          4. The Power of Culture
       2. Culture Change
          1. Embedding Mechanisms
          2. Reinforcing Mechanisms
    3. CHAPTER 9 Cultural Diversity and Leadership
       1. Cultural Diversity
       2. Developing Cultural Awareness
       3. Acquiring Cultural Knowledge
       4. Developing Cultural Skills
    4. CHAPTER 10 The Strategic Leader as Negotiator
       1. What Is a Negotiation?
       2. Why Is Negotiating so Difficult?
       3. The Principles of a Successful Negotiation
          1. Don’t Argue over Positions
          2. Separate the People from the Problem
          3. Discover Underlying Interests
          4. Create Options for Mutual Gain
          5. Insist on Objective Criteria
          6. Define What Constitutes a Bad Deal
       4. Preparing for a Negotiation
          1. The Horizontal Dimension of Negotiating
          2. The Internal Dimension of Negotiating
          3. The Ratification Dimension of Negotiating
       5. A Negotiation Framework
          1. Determining Interests
          2. Developing Options
          3. Making Choices
          4. Building Relationships
       6. Building and Maintaining Trust
       7. Putting It All Together
    5. CHAPTER 11 Leading Change
       1. Strategic Leaders as Change Agents
       2. Leading Change
       3. Managing Change
       4. Embedding and Reinforcement Mechanisms
          1. What Leaders Watch
          2. How Leaders React
          3. How Leaders Teach
          4. How Leaders Reward
          5. Who Leaders Recruit and Promote
       5. Thriving on Change
          1. Resisting Complacency
          2. Avoiding Impediments to Change
          3. Exhibiting Positive Leadership
          4. Being a Learning Organization
          5. Hiring the Right People First
          6. Focusing on Strengths
          7. Developing Agility and Resiliency
          8. Leading Humbly
12. PART IV Gettysburg: A Case Study in Strategic Leadership
    1. CHAPTER 12 Gettysburg: A Case Study in Strategic Leadership
       1. Battle Overview
       2. Day 1—McPherson’s Ridge and the Reynolds Statue
       3. Day 1—Cemetery Hill
       4. Day 2—Seminary Ridge
       5. Day 2—Little Round Top
       6. Day 3—Pickett’s Charge
       7. November 19, 1863—President Lincoln’s Gettysburg Address
13. Afterword
14. Index