About the subject
Strategic leadership involves identifying the competitive value that executives can deliver to address new opportunities or threats, evaluating the extent to which today's challenges require CEOs to re-evaluate their role in leadership, and understanding the impact that a CEO's position on issues and their persona can have on firm valuation.
- What competitive value can executives deliver on to address new opportunities or threats?
- How do CEOs and senior leadership teams allocate their time to addressing marketplace disruptions, shifts in the workforce, and rapidly evolving technologies while maintaining current operations?
- To what extent do today’s challenges require CEOs to re-evaluate their role in leadership?
- In the face of modern complexities, can overlapping strategies scale up to an effective strategy for the organization as a whole?
- What impact can a CEO’s position on issues and their persona have on firm valuation?
SUBJECT AREA EVENTS
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If you’re interested in this topic, explore these SMS Special Interest Groups
Strategic Leadership & Governance Interest Group
The foundation of what is now the Strategic Leadership and Governance Interest Group (IG) began to take shape during the 2009 Strategic Management Society (SMS) term. At that time, Mason Carpenter and Bob Wiseman served as Program Chair and Associate Program Chair, respectively, of what was then the Corporate Strategy and Governance IG.
Strategic Human Capital Interest Group
The Strategic Human Capital Interest Group promotes research that sheds light on the role of human capital resources in unit and firm performance. This includes research related to the direct antecedents and outcomes of mobility, development, emergence, and deployment associated with human capital resources. Scholarship that is interdisciplinary and/or considers multiple levels of analysis is especially welcomed.
Corporate Strategy Interest Group
The Corporate Strategy Interest Group considers the decisions, actions, and outcomes associated with an organization’s portfolio of business lines. The research and practice of corporate strategy consider actions associated with changing the firm’s scope and profile of business lines including vertical integration, mergers and acquisitions, divestitures, corporate diversification strategy/organization, implementation, and performance.
The big six questions
of strategic management
This is one question in a series, the Big Six Questions of Strategic Management, aimed at bridging the worlds of scholarship and practice. These questions serve as an inspiration to guide the development of actionable insights, frameworks, tools, and resources for the SMS community.