The Capable Executive: Effective Performance in Senior Management

385 Pages·1996·91.283 MB·English

by  Paul H. Dainty, Moreen Anderson (auth.)

THE CAPABLE EXECUTIVE

The Capable Executive
Effective Performance in Senior
Management
Paul H. Dainty
and
Moreen Anderson
~
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Business
©Paul H. Dainty and Moreen Anderson 1996
Softcover reprint of the hardcover 1st edition 1996
All rights reserved. No reproduction, copy or transmission of
this publication may be made without written permission.
No paragraph of this publication may be reproduced, copied or
transmitted save with written permission or in accordance with
the provisions of the Copyright, Designs and Patents Act 1988,
or under the terms of any licence permitting limited copying
issued by the Copyright Licensing Agency, 90 Tottenham Court
Road, London W1P 9HE.
Any person who does any unauthorised act in relation to this
publication may be liable to criminal prosecution and civil
claims for damages.
First published 1996 by
MACMILLAN PRESS LTD
Houndmills, Basingstoke, Hampshire RG21 6XS
and London
Companies and representatives
throughout the world
ISBN 978-1-349-13665-0 ISBN 978-1-349-13663-6 (eBook)
DOl 10 .1 007/978-1-349-13663-6
A catalogue record for this book is available
from the British Library.
10987654321
05 04 03 02 01 00 99 98 97 96
Copy-edited and typeset by Povey-Edmondson
Okehampton and Rochdale, England
To Jennifer

Contents
List of Figures ix
List of Tables xi
Preface xiii
Acknowledgements xvii
1 The Capable Executive:
What the Executive Role Involves and What it Takes to
Succeed 1
PART I THE PERSONAL CAPABILITIES:
SELF-UNDERSTANDING AND
DEVELOPMENT 31
2 The Executive Mind:
Managing One's Thoughts and Emotions at Senior
Levels 33
3 The Development Capability:
Building and Maintaining Senior Managers' Capacity to
Learn 67
PART II THE INTERPERSONAL CAPABILITIES:
UNDERSTANDING AND MANAGING
OTHERS 93
4 The Influence Capability:
Influence, Power and Politics in Senior Management 95
5 The Leadership Capability:
The Essentials of Leadership for Senior Executives 126
6 The Integration Capability:
The Design and Development of Senior Teams 158
vii
viii Contents
PART III THE DIRECTIONAL CAPABILITIES:
UNDERSTANDING AND MANAGING THE
JOB 189
7 The External Capability:
Understanding and Managing the External Environment 191
8 The Organisational Capability- Design:
Designing Corporate Systems and Structures 229
9 The Organisational Capability - Change:
Managing Organisational and Personal Change 262
10 The Actioning/Structuring and Expertise Capabilities:
Energy, Purpose and Focus in the Senior Executive Role 290
11 Strategic Leadership 315
Appendix: Senior Executive Capabilities Research 337
Bibliography 344
Index of-Authors 357
Index of Subjects 361
List of Figures
1.1 Stages in an executive's career 4
1.2 The senior role - key elements 11
1.3 The Capabilities and how they relate 23
1.4 Senior executive framework 25
1.5 Customising the Capabilities 26
2.1 Decision making and problem solving 36
2.2 The executive mind 38
2.3 Myers-Briggs type indicator 48
2.4 Organisational cause map 1987 59
2.5 Executive mindset 61
3.1 Kolb's learning cycle 70
3.2 Executive learning and development 71
3.3 Executive development 72
3.4 What has to be developed- critical areas 75
3.5 Progressing executive development 91
4.1 Informal influence processes 97
4.2 Political processes 115
4.3 Strategic influence mapping 119
4.4 Strategic influence mapping 122
4.5 Strategic influence mapping 122
4.6 Strategic influence mapping 123
5.1 The four faces of strategic leadership 130
5.2 Situationalleadership 148
5.3 Senior executive leadership model 150
6.1 Top teams 161
6.2 Team development wheel 170
6.3 Executive team model 180
7.1 External understanding 193
7.2 Competitive forces model 199
7.3 Boston matrix 210
7.4 Business strength- market attractiveness matrix 213
7.5 Market attractiveness/SHU strength matrix 213
7.6 Competitive strategies 215
7.7 Strategy matrix 218
7.8 Directions for development 221
8.1 Functional structure 238
IX