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Strategic shifts that build executive leadership

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  • Detjen, Jodi
  • Webber, Sheila Simsarian

Abstract

Organizations are challenged to develop leaders who can think strategically about the business and solve systemic problems. How can mid-level leaders develop this capability? Herein, we describe five strategic shifts in perspective that are essential for mid-level managers in transitioning successfully to strategic leadership positions. All five shifts improve mid-level leaders’ ability to look beyond tactics to see wider opportunities and enable strategic impact. The shifts are iterative and build on each other. We offer a new model that guides managers in shaping strategic leaders using these five perspective shifts to impact the organization positively and substantially. Further, we provide specific techniques that mid-level managers can employ to shift their perspectives and build personal strategic capabilities. Finally, we share specific ‘Try It’ exercises that mid-level managers can engage in to learn about the preferred concepts.

Suggested Citation

  • Detjen, Jodi & Webber, Sheila Simsarian, 2017. "Strategic shifts that build executive leadership," Business Horizons, Elsevier, vol. 60(3), pages 335-343.
    • Handle: RePEc:eee:bushor:v:60:y:2017:i:3:p:335-343
    DOI: 10.1016/j.bushor.2016.12.002
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    References listed on IDEAS

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    1. James M. Pappas & Bill Wooldridge, 2007. "Middle Managers' Divergent Strategic Activity: An Investigation of Multiple Measures of Network Centrality," Journal of Management Studies, Wiley Blackwell, vol. 44(3), pages 323-341, May.
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    3. Zemba, Yuriko & Young, Maia J. & Morris, Michael W., 2006. "Blaming leaders for organizational accidents: Proxy logic in collective- versus individual-agency cultures," Organizational Behavior and Human Decision Processes, Elsevier, vol. 101(1), pages 36-51, September.
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    Cited by:

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