Leadership and Strategy: Making it Happen

The quality ofleadership and strategy is widely viewed as instrumental in maintaining and improving competitive performance. Indeed, the literature suggests ' the formulation and deployment of strategic actions by effective leaders result in strategic competitiveness and above-average returns ' [1] . The proposition that leadership and performance are positively· related is widely supported [2]. In addition , studies have examined the role of a broad set of leaders including the CEO, board and top management on formulating and implementing strategy [3] and found that particular styles of leadership impact more profoundly on performance compared with others [4] , [5].

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[17]  Paul B. Thornton,et al.  Teamwork: focus, frame, facilitate , 1992 .

[18]  Anisya S. Thomas,et al.  THE PERFORMANCE IMPACT OF STRATEGY - MANAGER COALIGNMENT: AN EMPIRICAL EXAMINATION , 1991 .

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[20]  Henry Mintzberg.  The design school: Reconsidering the basic premises of strategic management , 1990 .

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[23]  Vasudevan Ramanujam,et al.  Multi-Objective Assessment of Effectiveness of Strategic Planning: A Discriminant Analysis Approach , 1986 .

[24]  David P. Boyd,et al.  Executive and Corporate Correlates of Financial Performance in Smaller Firms , 1986 .

[25]  E. T. Eggers.  The essence of leadership. , 1972, Supervisor nurse.

[26]  J. Parnell,et al.  Strategic Planning Emphasis and Planning Satisfaction in Small Firms: An Empirical Investigation , 1970, Journal of Business Strategies.

[27]  A. Atkinson,et al.  A Stakeholder Approach to Strategic Performance Measurement , 1997 .

[28]  Chris Lee,et al.  What's Your Style?. , 1991 .

[29]  Michael Goold,et al.  Strategic control : milestones for long-term performance , 1990 .