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The Intuitive Manager and the Concept of Strategic Leadership

100%
Malewska K., Sajdak M.
Management
|
2014
|
vol. 18
|
issue 2
44-58
EN
The aim of this paper is to show the consistency of an intuitive manager’s traits and skills and a strategic leader’s attributes. The paper consists of three main parts. The first one presents the nature and evolution of the concept of leadership and contrasts the role of strategic leaders with the operational requirements of modern organizations. In the second part, we attempt to define the concept of intuition and characterize an intuitive manager. In the last section of the paper, a strategic leader’s attributes and an intuitive manager’s skills and characteristics are analyzed in order to show how these two categories converge
PL
Celem referatu jest przedstawienie spójności między cechami i umiejętnościami intuicyjnego menedżera a atrybutami strategicznego przywódcy. Referat składa się z trzech zasadniczych części. W pierwszej kolejności zaprezentowano istotę i ewolucję koncepcji przywództwa oraz zestawiono role strategicznego przywódcy z wymogami funkcjonowania współczesnych organizacji. Następnie podjęto próbę zdefi niowania pojęcia intuicji oraz scharakteryzowania intuicyjnego menedżera. W ostatniej części referatu poddano analizie atrybuty strategicznego przywódcy oraz cechy i umiejętności intuicyjnego menedżera w celu ukazania zbieżności między tymi kategoriami
2
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Boardroom leadership: The board of directors as a source of strategic leadership

75%
Castellanos J. D., George B.
Economics and Business Review
|
2020
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vol. 6(20)
|
issue 1
103-119
EN
The aim of this paper is to bring together some of the foundational and recent literature interlinking corporate governance and the leadership role of the board of directors. Strategic leadership is widely assumed to be a responsibility that defaults to the Chief Executive Officers (CEOs). However, in practice, what most CEOs do is strategic management rather than strategic leadership. While strategic management does share key aspects of strategic leadership CEOs are expected to prioritize the managerial side over the leadership side. This is just one of the situations in which the boardroom assumes the leadership role. This paper discusses how boards of directors conduct the process of strategic leadership in their organizations. In recent years there has been an increasing interest among scholars to understand how boards strategize from a behavioral point of view. This growing interest has resulted in the development of various typologies regarding boards’ involvement in the strategic leadership processes.
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