Making Strategic Leaders

This study unites the domains of strategy and leadership, and offers an integrated perspective on the dimensions, development, and deployment of strategic leader capability. The research was carried out in three phases. In the first, a conceptual framework was developed based on four key dimensions of capability: judgement, the strategic conversation, contextual mastery, and behavioural complexity. In the second phase, 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 emphasized the role of mentors and stretch assignments as formative development processes. In addition, critical reflection, through either informal or formal processes, was found to play an important “sensemaking” and developmental role. In the third phase, 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.