Abstract:
This research – which was motivated by a perceived gap between the
reality of the world of the strategic leader and leadership
development practice - offers an integrated perspective on the
dimensions, development, and deployment of strategic leader
capability. In the first of three thematically linked projects, a
conceptual framework was developed based on four key dimensions
of capability: judgement, the strategic conversation, contextual
mastery, and behavioural complexity. In the second project, empirical
findings from in-depth qualitative interviews with individuals in
strategic leadership roles corroborated and enriched the framework;
highlighted the importance of informal learning; and emphasised the
role of mentors and stretch assignments as formative development
processes. In addition, critical reflection, through either informal or
formal processes, played an important “sense-making” and
developmental role. In the third project, action research involving two
formal leader development interventions was undertaken with the
objective of developing strategic leader capability while deliberately
managing the influential development processes identified. The
results indicated that while strategic leader capability can be learned,
and that key development processes can be simulated with varying
degrees of success, positive performance outcomes also require high
self-efficacy. Based on these findings, a model is presented which
links together strategic leadership capability, major development
processes, self-efficacy, context, and performance outcomes. The
research raises numerous interesting questions with significant
implications for strategic leader performance and development, as
well as the leader development industry.
