Senior Leadership Teams and the Agile Organization builds on existing knowledge in the leadership, teams, and strategic management literatures to examine and explore how senior leadership teams drive the dynamic capabilities of organizations.
Senior Leadership Teams and the Agile Organization builds on existing knowledge in the leadership, teams, and strategic management literatures to examine and explore how senior leadership teams drive the dynamic capabilities of organizations.
Organizational agility is a key dimension of organizational performance. This volume focuses on senior leadership team processes and attributes that facilitate organizational agility and the organizations capacity to perform and rapidly pivot in response to shifting strategic demands. Chapters summarize the current state of knowledge, examine past research and theory, define research and theoretical gaps, and consider how to address these gaps. In so doing, they offer an understanding of how senior leadership teams drive and enable organizational activity.
The book is essential reading for researchers and professionals looking to understand the intersection of leadership, team dynamics, organizational psychology, organizational psychology, and strategic management, particularly in relation to organizational agility and the senior leadership team.
1. Senior Leadership Teams and the Agile Organization: Introduction
Stephen J. Zaccaro, Nathan J. Hiller and Richard J. Klimoski
2. Organizational Agility and Organizational Effectiveness
Nathan J. Hiller and Sibel Ozgen
3. Dynamic Capabilities and the Nature of Organizational Agility: Towards
Managerial Theory
Ciaran Heavey and Zeki Simsek
4. Strategic Agility: Linking Strategic Framework to Agile Framework
Maheshkumar P. Joshi (Mahesh)
5. Senior Leadership Teams: Characteristics and Key Functions Enabling
Strategic Agility
Mads E. Wedell-Wedellsborg and Peder Greve
6. Uncovering Patterns of Strategic Leadership Networks to Support
Organizational Agility
Dorothy R. Carter, Kristin L. Cullen-Lester, Pol Solanelles, Justin M. Jones
and Stephanie V. Wormington
7. Creating the Interpersonal Context for Enabling Organizational Agility:
The Underappreciated Role of the Chief of Staff
Steven Zhou and Richard J. Klimoski
8. CEO Characteristics and Organizational Agility
Stephen J. Zaccaro, Steven Zhou and Christian J. Resick
9. Senior Leadership Team Composition, CEO/TMT Interfaces and the Potential
for Dynamic Capabilities
Yan Ling and Li-Qun Wei
10. Creating Dynamic Capabilities for Agile Executive Selection and
Succession
Robert E. Ployhart, Donald J. Schepker, Patrick M. Wright and Sam D.
Strizver
11. Developing the Senior Leadership Team for Dynamic Capabilities
David V. Day, Jay A. Conger, and Laura Dannhäuser
12. Executive Compensation: How Organizations Use Pay Mix to Maximize Top
Management Team Effectiveness and Agility
Spenser M. Essman and Anthony J. Nyberg
13. Agility, Strategies, Dynamic Capabilities, Stakeholders and Strategic
Leadership in the New Normal Environment
Michael A. Hitt, R. Michael Holmes Jr., and Sal Mistry
Stephen J. Zaccaro is Professor of Psychology and Director of the Industrial-Organizational Psychology Program at George Mason University, USA.
Nathan J. Hiller is Professor of Business and Executive Director of the Center for Leadership at Florida International University, USA.
Richard Klimoski is Professor of Psychology and Management and the Associate Dean for Research in the School of Business at George Mason University, USA.
