ABSTRACT
This chapter explores the role of strategic leadership within media firms with a focus on strategic leader's ways of thinking as well as the official picture of strategic leadership in media itself. Attempts have been made to point out some implications that strategic leadership may thrust upon top management as they guide the development of companies, and their activities of guiding the development of the companies, creating visions, and assembling and improving portfolios. A main characteristic of the present situation in the media industry seems to be uncertainty. The chapter illustrates that impression management, used as a behavioral and rhetorical device, seems to have a great impact on course of events, especially in a strategic sense. Strategy formation is about multi-rationalities and being a strategic leader has two sides to it: the rational and the irrational approach. Strategic leaders in top-level positions in companies with broad and diverse public need strategies to build up the images of their companies.
