Preface to 2 Nd Edition Preface to the Original Edition

  • Stephen A. Shambach
  • Published 2005

Abstract

The original edition of the Strategic Leadership Primer served the Army War College well as a basic overview of Strategic Leadership. Written by Dr. Rod Magee with the assistance of several other faculty members, it was intended as an orientation reading for students arriving at the Army War College whose background was primarily in the tactical and operational field environment. The Primer was useful because there was no other adequate work that described and defined strategic leadership in terms that could be understood and applied by War College students. Largely written in 1997 and published in 1998, the Primer has been well received by internal and external audiences alike. As we enter the 21 st Century, the terrorist attacks on the United States on September 11, 2001 and subsequent military operations in Afghanistan and Iraq have provided the impetus for review and revision of the original edition. It is not so much that strategic leadership has changed drastically, and much of the original work is retained in this edition. Rather, this edition attempts to preserve the salient features of the original edition while updating it with contemporary literature, examples and anecdotes to sustain the Primer's relevance and usefulness for perhaps the next 10 years. One significant change from the 1998 edition is that Annex A has been changed from a list of Strategic-Leader Competencies to a lengthy discussion of competencies based primarily on a Strategic Studies Institute monograph, " Strategic Leadership Competencies " by Wong, et al, September, 2003. This Annex reviews competencies and identifies several metacompetencies that provide a conceptual framework of competency " clusters " that is more in line with the style and purpose of this Primer. Strategic Leadership is the " coin of the realm " at the Army's highest level, and its practice is significantly different in scope, effect, and execution than leadership at lower levels of the organization. The environment at this level is characterized by the highest degrees of uncertainty, complexity, and ambiguity, as well as tremendous volatility (VUCA) due to the compression of time in which the leader must act. Strategic leaders find themselves enmeshed in intricate networks of competing constituencies and cooperative endeavors that extend beyond their own organization. The strategic leader must be an expert, not only in his own domain of warfighting and leading large military organizations, but also in the bureaucratic and political environment of the nation's decision-making …

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Cite this paper

@inproceedings{Shambach2005PrefaceT2, title={Preface to 2 Nd Edition Preface to the Original Edition}, author={Stephen A. Shambach}, year={2005} }