Strategic leadership : theory and research on executives, top management teams and boards / Sydney Finkelstein, Donald C. Hambrick, Albert A. Cannella Jr.

By:

Finkelstein, Sydney

Contributor(s):

Material type:

TextPublication details: [Oxford] : Oxford University Press, 2009.Description: 463 p. : 24 cmISBN:

9780195162073

Subject(s):

DDC classification:

658.409

Contents:

1. The study of top executives -- 2. Do top executives matter? -- 3. How individual differences affect executive action -- 4. Executive experiences and organizational outcomes -- 5. Top management teams -- 6. Changes at the top: the antecedents of executive turnover and succession -- 7. Changes at the top: the consequences of executive turnover and succession -- 8. Understanding board structure, composition and vigilance -- 9. The consequences of board involvement and vigilance -- 10. The determinants of executive compensation -- 11. Executive compensation: consequences and distributions.

Summary: The basic premise is that in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top- their experiences, abilities, values, social connections, aspirations, and other human features. The actions - or inactions - of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs); and governing bodies (particularly boards of directors).

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Holdings
Item type	Current library	Call number	Status	Barcode
Books	Marbella International University Centre Library	658.409 FIN str (Browse shelf(Opens below))	Available	10255

Includes bibliographical references and index.

1. The study of top executives --
2. Do top executives matter? --
3. How individual differences affect executive action --
4. Executive experiences and organizational outcomes --
5. Top management teams --
6. Changes at the top: the antecedents of executive turnover and succession --
7. Changes at the top: the consequences of executive turnover and succession --
8. Understanding board structure, composition and vigilance --
9. The consequences of board involvement and vigilance --
10. The determinants of executive compensation --
11. Executive compensation: consequences and distributions.

The basic premise is that in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top- their experiences, abilities, values, social connections, aspirations, and other human features. The actions - or inactions - of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes.

The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs); and governing bodies (particularly boards of directors).

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