| Srl | Item |
| 1 |
ID:
142307
|
|
|
|
|
| Summary/Abstract |
How should the agenda set by the Strategic Defence and Security Review be implemented? The traditional answer would be committed leadership and strong investment. Design theory, however, offers a different perspective on UK strategy which is focused more on institutional capacity for action and the identification of long-term goals than on the prime minister's decision-making. Mikkel Vedby Rasmussen argues that strong strategies are based on a cogent response and a coherent narrative that enables the UK government to achieve full-spectrum effect. Such an effort should especially focus on using the capabilities of allies.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 2 |
ID:
148052
|
|
|
|
|
| Summary/Abstract |
Taking its point of departure in Donald Rumsfeld’s second term as US Secretary of Defense (2001–2006), this article analyses the crisis of strategic leadership in Western national security. Three “traps” are identified that explain why Donald Rumsfeld ultimately was a failure as defence secretary and demonstrate the perils of national security governance. These traps are termed the inquisitor trap, the strong leader trap and the delegation trap. It is argued that our understanding of strategic leadership in national security, particularly in defence, can benefit from insights gained from the study of strategic leadership in business. As such, this article engages the recent trend of merging insights from business and military strategy.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 3 |
ID:
050268
|
|
|
|
|
| Publication |
Hampshire, Palgrave Macmillan, 2003.
|
| Description |
viii, 208p.
|
| Standard Number |
1403917140
|
|
|
|
|
|
|
|
|
|
|
|
Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 047603 | 327.172091713/RAS 047603 | Main | On Shelf | General | |
|
|
|
|
| 4 |
ID:
060243
|
|
|