Implications of theory and research on strategic leadership: a critical review

Carlos Roberto Banzato, Julio Cesar Volpp Sierra


Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards by Finkelstein, Hambrick and Canella Jr. (2009) is one of the most important references in strategy studies. This work is a critical review of this book and attempts to answer why organizations do what they do or play the way they play. In this paper, we review all eleven chapters that make up the book. We then suggest the implications of this theory on strategy and organizations. We also consider how this book affects the development of the field of study. The book offers considerable foundations for executives and serves as a reference for researchers who wish to understand the phenomenon related to strategic leadership, considering the CEO, Board and Top Management Team.  The major contribution of this paper is that it summarizes the theory and concepts of the book in a few pages and identifies the main characteristics, antecedents and consequences of leadership in organizations.



Strategic Leadership; CEO; Board; Top Management Team.


Abrahamson, E., & Hambrick, D. C. (1997). Attentional homegeneity in industries: The effect of discretion. Journal of Organizational Behavior, pp. 513-532.

Child, J. (1972). Organization structure, environment and performance: The role of strategic choice.

Dearborn, D. W., & Simon, H. A. (1958). Selective perception: A note on the departmental affiliations of executives. Socimetry, pp. 144-150.

Donaldson, G. A., & W.Lorsch, J. (1983). Decision making at the top. New York: Basic Books.

Fayol, H. (1949). General and industrial management. London: Pitman.

Filkenstein, S. (1992). Power in top management teams: Dimensions, measurement and validation. Academy of Management Journal, pp. 505-538.

Filkenstein, S., & Hambrick, D. C. (1990). Top management team tenure and organizational outcomes: The moderating role of managerial discretion. Administrative Science Quarterly, pp. 484-503.

Filkenstein, S., & Peteraf, M. A. (2007). Managerial activities: A missing link in managerial discretion theory. Strategic Organization, pp. 237-248.

Filkenstein, S., Hambrick, D. C., & Cannella, A. A. (2009). Strategic Leadership - Theory and Research on Executives, Top Management and Boards. New York: Oxford.

Hambrick, D. C., & G.Brandon. (1988). Executive values. In the executive effect: Concepts and methods for studying top managers. JAI Press, pp. 3-34.

Hambrick, D. C., & GregoryD.S.Fukutomi. (1991). The season of a CEO´s tenure. Academy of management Review, pp. 719-742.

Hambrick, D. C., & Mason, O. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, pp. 193-206.

Miller, D. (1991). Stale in the saddle: CEO tenure and the match between organization and evironment. Management Science, pp. 34-52.

Mintzberg, H. (1973). The nature of managerial work. New York: Harper & Row.

Rotter, J. B. (1966). generalized expectancies for internal versus external control of reinforcement. Psychological Monographs.


  • There are currently no refbacks.

Iberoamerican Journal of Strategic Management  e-ISSN: 2176-0756

Licença Creative Commons
Este obra está licenciado com uma Licença
Creative Commons Atribuição-NãoComercial-CompartilhaIgual 4.0 Internacional