In this episode of Brent’s Notepad, we explore Chapter 5 of Exploring Leadership (2nd edition), written by Richard Bolden, Jonathan Gosling, and Beverley Hawkins. Here, the authors shift from individual perspectives to organizational perspectives, unpacking what it means to practice strategic leadership. We discuss how leaders navigate change and complexity, drawing on planned and process approaches, as well as frameworks like Snowden and Boone’s model for decision-making across different contexts. The chapter also challenges us to think critically about how we define and measure leadership success by moving beyond profitability to include collaboration, innovation, and well-being. Ultimately, Chapter 5 reminds us that strategic leadership is about balancing vision with adaptability, structure with flexibility, and results with people.Exploring Leadership:Bolden, R., Gosling, J., & Hawkins, B. (2023). Exploring leadership: Individual, organizational and societal perspectives (2nd ed.). Oxford University Press.Strategic Leadership:Achua, C. F. and Lussier, R. N. (2013) Effective Leadership (5th Edition). Canada: Southwestern Cengage Learning.Decision-Making Framework: Snowden, D. and Boone, M. E. (2007) A leader's framework for decision making, Harvard Business Review, November, 69-76.

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