Duration: 1 hour
Strategic leadership often misses the mark when it’s confined to the senior team. High potential, mid-level leaders try to influence “up” for the good of the company, yet fail to be seen or heard during strategic initiatives.
Our latest research on strategic leadership networks suggests that senior teams can improve the success of their strategies by better managing the interface between mid-level and senior leaders. Using these insights, we will help you harness the strategic influence of high-potentials even before they reach the top.
This webinar will share the latest research that combines leadership, strategy, and network analysis to predict performance. We highlight network strengths and weaknesses that affect strategic alignment and success.
During this webinar, you will discover:
- Hidden patterns of influence that affect strategy implementation
- How to assess your organization’s strategic leadership network
- How to maximize the potential of your team’s strategic leadership
- The value of inclusion in leadership networks
- Tips for managing the interface between senior and mid-level leaders
Kate Frear, Ph.D.
Center for Creative Leadership
Kate is a Research Scientist and Principal Investigator of the Network Approaches to Leadership project in the Research Horizons group at CCL in Greensboro, NC. Before joining CCL, Kate served as an Assistant Professor of Management in the Johnson College of Business and Economics at the University of South Carolina Upstate, where she taught Organizational Behavior, Human Resource Management, and Negotiation Strategies. She has consulted for private, non-profit, and public organizations on issues such as leader development, organizational design, performance management, and employee engagement. Kate received her Ph.D. in Organizational Science from the University of North Carolina at Charlotte.
Dorothy Carter, Ph.D.
University of Georgia
Dr. Carter is an Assistant Professor of Industrial/Organizational Psychology at the University of Georgia and Director of the Leadership, Innovation, Networks, and Collaboration (LINC) Laboratory at UGA. Dr. Carter's research seeks to uncover the factors that enable teams and larger collectives to tackle complex 'grand' challenges in contexts such as the military, medicine, scientific collaboration, and space exploration. She is the Principal Investigator on a grant from the National Aeronautical and Space Agency (NASA) focused on developing interventions to support the multi-team system collaboration needed during long-duration space exploration missions. Her research on leadership and teamwork has appeared in top outlets including Journal of Applied Psychology, American Psychologist, Journal of Management, The Leadership Quarterly, Group and Organization Management, Human Resource Management Review, and The Oxford Handbook of Leadership. Her dissertation research investigating the drivers of leadership network emergence and effectiveness in complex organizational systems was awarded the 2017 "Alvah H. Chapman Outstanding Dissertation Award" presented by the Florida International University Center for Leadership and the Academy of Management Network of Leadership Scholars, and her research on leveraging network approaches to develop organizational leadership capacity was awarded the 2018 "Best Paper Award" by the Leadership Quarterly.