Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards

Bert Cannella, Sydney Finkelstein, Donald C. Hambrick

Research output: Book/ReportBook

873 Scopus citations

Abstract

This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that, in order to understand why organizations do the things they do, or perform the way they do, we need to comprehend deeply the people at the top-their experiences, abilities, values, social connections, aspirations, and other human features. The actions-or inactions-of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs), and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g., values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors). The book synthesizes what is known about strategic leadership and indicates new research directions.

Original languageEnglish (US)
PublisherOxford University Press
Number of pages448
ISBN (Electronic)9780199867332
ISBN (Print)9780195162073
DOIs
StatePublished - Jan 1 2009

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting(all)

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