ABSTRACT
This book has reviewed a wide range of ideas about strategic leadership and strategic management, and it has made use of actual cases and research findings. It has generally taken a very positive view of the contribution of strategic leadership in the public services, while at the same time acknowledging the difficulties and challenges of being a strategic leader. This book has been written (probably instinctively) with the hope of offering a balanced and realistic view of strategic leadership, whilst not being keen on either an unrealistic view of leadership as heroic and all-conquering, nor on a ‘critical view’ that is mainly concerned to debunk the pretensions of strategic leadership.
