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The Conundrums of Strategic Leadership: Leading of Organizations, in Organizations, or through Organizations?
Abstract
Strategic leadership has emerged as the most significant and widely used leadership approach, and is seen as moving leadership away from a concern with the organization's internal dynamics to an involvement with its strategic alignment in the external environment – a leading “of” organizations, rather than a leading “in” them. Rhetorically, strategic leadership has a strong appeal; conceptually, however, it presents a number of conundrums. Strategic leadership seems to confound the process of strategic management with a process of leadership. It fails to recognize a relational understanding of leadership that might actively include people, develop inspiration, or sustain productive motivation. By focusing exclusively on hierarchical leaders and their externalized goals, strategic leadership also avoids a consideration of how leadership might actually work through the organization, rendering internal organizational dynamics invisible, if not irrelevant. This chapter explores these problems and calls for a reconsideration of what strategic leadership might mean.
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