Major Jim Stroup, USMC (ret.) “enlisted
in the U.S. Marine Corps, and served as an Infantry Marine in the United States and Japan, as well as on deployments to the
Mediterranean and the Western Pacific. After several years, and promotion to the rank of sergeant, Jim was selected for a
As an Infantry Officer, Jim Stroup continued to serve as a commander and staff officer in
the operating forces in Hawaii, with further deployments to the Western Pacific and Indian Oceans. Upon assignment to a major
training command on the West Coast, he was instrumental in the expansion and development of three major specialty certification
and professional development programs. Later, Jim served in the first Gulf War, in 1990 and 1991. During his spare time in
this period, Jim also completed his bachelor’s degree, magna cum laude, in international relations, and a master’s
degree with a dual concentration in business and management.
Jim Stroup subsequently entered the
Marine Corps Foreign Area Officer program, and went to the Defense Language Institute in Monterey, California, where he learned
Arabic. Next, he and his family moved to Cairo, Egypt, where they lived for a year while Jim traveled throughout the Middle
East, honing his skills as a military expert for the area.
During this time, Jim Stroup also
managed to obtain certification as a foreign area officer for Europe, with a specialty for Turkey. After serving a further
tour as the operations advisor for the Kuwait Ground Forces, Jim retired and turned to work in the civilian world, during
which period he also found time to complete a doctorate in business administration.” Major Jim Stroup
is the author of Managing leadership and Create a Management Development Program.
According to the book description of
Create a Management Development Program, “Using this Infoline, readers will be able to build
a management development program in their company. The audiences for this title are learning strategists, training managers,
and human resources professional that make decisions about training. This title covers how to know what you want from your
management program, find candidates, build your management program, and monitor the program so that it can evolve with your
According to the book description of
Managing Leadership, it “begins with a frank discussion of the history of the current leadership
movement and its parallels with the ever-widening scandals enfolding the corporate and civil organizational environment, today.
It provides a compelling case for the complicity of the untenable demands of the modern leadership movement in the occurrence
of these scandals. It then surveys the literature, showcasing examples of more accurate and astute thinking that have, unfortunately,
failed to receive adequate attention.
The heart of Managing Leadership is
a carefully developed argument for the concept of organizational leadership as a naturally occurring phenomenon inherent to
all organizations. Using examples from military and business, the case for this view is carefully and vividly presented. Finally,
the main part of the book culminates in a chapter discussing methods for executives to manage the leadership inherent in their
organizations. In an especially interesting innovation, the concluding section of the book opens with a unique chapter which
contains vigorously presented arguments against the thesis of the book. The author recognizes that the view of organizational
leadership presented in this book will certainly attract criticism. His goal in this chapter is to present some of these criticisms,
and then to answer them. The author even invites additional critiques from readers, for possible inclusion in future editions
of the book.
Managing Leadership proposes that the
debate over what leadership in organizations really is needs to be reopened, and begins the debate with an important contribution
of its own. The argument is that leadership is not properly viewed as an individual characteristic to be exhibited primarily
by the senior executive, but one inherent to the organization, naturally expressed by all of its members, and managed by that
senior executive. This view of leadership provides many benefits to the organization: 1) it unleashes the leadership seeking
expression from within the organization in beneficial ways, 2) it frees senior executives from the extraordinary and untenable
demands made of them by the modern leadership movement, and 3) it enables them to return to their principle duty of managing
the organization - including the leadership inherent to it.