Strategic roles for model leaders

Strategic roles for model leaders Purpose – Define the unique aspects of the roles that the leaders have played in the most successful organizations. Design/methodology/approach – In‐depth interviews with CEOs and their top officers in companies whose stocks had greatly and repeatedly outperformed competitors and other companies in North America during the prior three years while that CEO held the job over the period from 1989‐2001. Findings – CEOs directed their companies to repeatedly improve their business models on a three‐four year frequency and set a good example of encouraging new business models. Research limitations/implications – Future research should continue this methodology to update what best practices are and expand the universe to include more companies that are based outside of North America. Practical implications – CEOs need to shift their focus from increasing the effectiveness and efficiency of their existing business models to supplementing and replacing those models on a frequent basis. Originality/value – Identifies a major new source of strategic leadership value added in the CEO’s attention to creating processes and encouraging efforts for business model innovation. This information will be helpful to those who are CEOs, aspire to be CEOs, and recruit CEOs and the company directors who select and evaluate CEOs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Handbook of Business Strategy Emerald Publishing

Strategic roles for model leaders

Handbook of Business Strategy, Volume 7 (1): 5 – Jan 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
1077-5730
DOI
10.1108/10775730610618891
Publisher site
See Article on Publisher Site

Abstract

Purpose – Define the unique aspects of the roles that the leaders have played in the most successful organizations. Design/methodology/approach – In‐depth interviews with CEOs and their top officers in companies whose stocks had greatly and repeatedly outperformed competitors and other companies in North America during the prior three years while that CEO held the job over the period from 1989‐2001. Findings – CEOs directed their companies to repeatedly improve their business models on a three‐four year frequency and set a good example of encouraging new business models. Research limitations/implications – Future research should continue this methodology to update what best practices are and expand the universe to include more companies that are based outside of North America. Practical implications – CEOs need to shift their focus from increasing the effectiveness and efficiency of their existing business models to supplementing and replacing those models on a frequent basis. Originality/value – Identifies a major new source of strategic leadership value added in the CEO’s attention to creating processes and encouraging efforts for business model innovation. This information will be helpful to those who are CEOs, aspire to be CEOs, and recruit CEOs and the company directors who select and evaluate CEOs.

Journal

Handbook of Business StrategyEmerald Publishing

Published: Jan 1, 2006

Keywords: Leadership; Innovation; Organizational change; Organizational development; Corporate advantage

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