Implementing leadership decisions

Abstract: In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders

Angaben zum Objekt

• Standort: Deutsche Nationalbibliothek Frankfurt am Main
• Umfang: Online-Ressource, 44 S.
• Sprache: Englisch
• Anmerkungen: Preprint ; begutachtet (peer reviewed) ; In: A Leadership Perspective on Decision Making. 2010. S. 44. ISBN 978-82-02-25428-5

Beteiligte, Orts- und Zeitangaben

• Ereignis: Veröffentlichung
• (wo): Oslo
• (wer): Cappelen Acad. Publ
• (wann): 2010
• Urheber: Selart, Marcus

Weitere Informationen

• URN: urn:nbn:de:0168-ssoar-53925-1
• Rechteinformation: Open Access; Open Access; Der Zugriff auf das Objekt ist unbeschränkt möglich.
• Letzte Aktualisierung: 15.08.2025, 07:36 MESZ