Framework

Four practices of strategic leadership

The question it answers

When a strategy has been announced but results are not moving, what must a CEO and leadership team do to set a credible direction, own delivery and learn from each review?

Origin
Post et al., 2022; Frazier et al., 2017; Keiser & Arthur, 2021
Diagram type
Cycle
Level of analysis
Firm
Topics
Strategy & leadershipChange management
Chess knight on a glass compass, icon for strategy and leadership

Diagram

Four practices of strategic leadership

  1. Set a credible directionClear priorities, with reasons for the choice.
  2. Make delivery accountableWho is accountable for what, against which standard.
  3. Protect challengeMake sure others can say what is hard to hear.
  4. Turn review into learningAfter-action review feeding the next decision.

Pitfalls

Pitfall

Treating the four practices as a checklist. They only matter when tied to the organisation's real control mechanisms.

Sources

References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Frazier, M.L. et al. (2017) ‘Psychological safety: a meta-analytic review and extension’, Personnel Psychology, 70(1), pp. 113–165.doi:10.1111/peps.12183Source page
  2. Keiser, N.L. and Arthur, W. (2021) ‘A meta-analysis of the effectiveness of the after-action review (or debrief) and factors that influence its effectiveness’, Journal of Applied Psychology, 106(7), pp. 1007–1032.doi:10.1037/apl0000821Source page
  3. Post, C. et al. (2022) ‘Participative or directive leadership behaviors for decision-making in crisis management teams?’, Small Group Research, 53(5), pp. 692–724.doi:10.1177/10464964221087952Source page