- in Blog , Research Briefings by David Wilkinson
Positive Leadership and the 4 dilemmas of strategic timing
This week we sent members two brand new research briefings
The rise of Positive Organisational Leadership
Keywords: positive organisational leadership, leadership, positive organisational scholarship, leadership development, positive deviance, organisational development
Positive organisational scholarship is part of the recent interest in positive psychology and positive organisational development and refers to organisational approaches to developing a more positive working environment for employees and developing a positive set of thinking, attitudes, emotions and behaviours towards performance. The idea of positive organisational scholarship started in 2003 and has four key elements:
- Self-efficacy, or confidence in one’s ability to do something and achieve one’s goals
- Hope, or having positive expectations and goals outcomes
- Optimism, or having a generally positive outlook on the future
This research briefing will be extremely useful to leaders and anyone involved in leadership development, executive coaching or interested generally in the growing positive psychology movement.
Download or buy The rise of Positive Organisational Leadership
The four dilemmas of strategic timing
Keywords: strategy, strategy implementation, timing, strategy timing, strategic and mentation, dilemma
Developing and executing a strategy successfully takes more than just strategy formation and execution. A range of previous studies over the last 30 years have shown that getting the timing right when implementing a strategy is every bit as vital as its execution. The timing of the strategic move can make the difference between success and failure. Understanding not only when the optimal time to implement a strategy is, but also understanding how to pace strategy implementation are critical factors in successful strategy execution.
This research briefing looks at the four primary dilemmas facing any organisation.
Strategic timing and pacing (implementing or pushing a strategy through too quickly or too slowly) can have dire consequences. At best, getting the timing and pacing of strategy execution wrong can have unintended consequences and, at worst, either render the strategy irrelevant or even bankrupt the organisation or make it irrelevant.
Poor strategic timing can also decrease strategic adoption, demotivate employees and even cause resignations and increase staff turnover, but just at the wrong time.
This research briefing will be invaluable for anyone involved in strategy formation, implementation and execution at any level. Additionally this research briefing will be very useful for anyone involved in leadership and management development and can form the basis of an entire module / workshop / development activity.
Download Buy The four dilemmas of strategic timing
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