Effective Strategic Leadership Research Articles

Strategic Leadership and Innovation Adoption: A Cross-Cultural Analysis of SMEs in Italy

Purpose: The aim of the study was to analyze the strategic leadership and innovation adoption: a cross-cultural analysis of SMEs in Italy. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: The study suggests that effective strategic leadership significantly influences innovation adoption among SMEs in Italy, highlighting the importance of leadership in fostering a culture of innovation. Furthermore, the cross-cultural analysis underscores the need for culturally sensitive approaches to leadership and innovation strategies, recognizing the unique contexts and challenges faced by SMEs operating in Italy Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, Hofstede’s cultural dimensions’ theory & Technology acceptance model (TAM) may be used to anchor future studies on analyze the strategic leadership and innovation adoption: a cross-cultural analysis of SMEs in Italy. Practical recommendations should focus on empowering SME leaders in Italy to foster a culture of innovation and embrace digital transformation. Policymakers should design and implement supportive policies that incentivize innovation adoption and create an enabling environment for SMEs in Italy.

Effect of Strategic Leadership on Performance of SMEs During Covid-19 Pandemic in Nairobi County, Kenya

The global economy and enterprises have faced significant impacts due to the COVID-19 pandemic, necessitating leadership styles capable of navigating change and uncertainty effectively. Strategic leadership has emerged as a promising approach for establishing agile strategies amidst rapid transformations in business environments. This study aimed to assess the impact of strategic leadership on the performance of Small and Medium-sized Enterprises (SMEs) during the pandemic in Nairobi County, Kenya. Employing a descriptive and correlational research design, the study targeted 584 respondents from various SME industries in Kenya, with 237 respondents obtained using a stratified random sampling technique. Descriptive and inferential statistics, including correlation and regression analyses, were conducted using SPSS version 23. The findings revealed that SMEs in Nairobi County recognized the importance of strategic leadership for their prosperity, with a significant positive correlation between strategic leadership and performance (r (183) = 0.430, p < 0.05). Strategic leadership accounted for 18.5% of performance variance, indicating a substantial impact (F (1,181) = 41.174, p < 0.05). Moreover, the intercept between strategic leadership and performance showed a notable improvement (β = 0.230, p < 0.01), suggesting a 23% performance enhancement with effective strategic leadership implementation. In conclusion, the majority of SMEs in Nairobi County demonstrated strong strategic leadership, fostering absorptive and adaptive capacities crucial for navigating turbulent business environments. The study underscores the importance of institutionalizing strategic leadership within SMEs to enhance their ability to formulate and execute strategies effectively amidst rapid changes.

THE IMPACT OF STRATEGIC LEADERSHIP STYLES ON FINANCIAL PERFORMANCE IN LIBYAN OIL AND GAS INDUSTRY

Purpose: The primary objective of this study is to explore the impact of strategic leadership styles on the financial performance of the Libyan oil and gas industry. This is critical considering the industry's role as a mainstay of the Libyan economy and its notable decline over the past decade.
 
 Design/Methodology/Data Analysis: To achieve the study's goals, a cross-sectional approach was employed to accurately reflect the current state of affairs. A quantitative methodology was deemed suitable for this research. Data collection was conducted using a questionnaire distributed among participants. The study's population, as reported by the National Oil Corporation (NOC), was 53,361, with a minimum sample size of 346 staff from various oil and gas companies. This sample size was calculated based on Krejcie and Morgan's (1970) optimal sample size table.
 
 Findings: The research unearthed several key findings. Firstly, it was determined that there is no significant correlation between strategic decision-making and financial performance in Libyan oil and gas companies. However, a negative and significant relationship was identified between human resource management (HRM) activities and financial performance. Conversely, a positive and significant connection was observed between motivational and influential leadership and financial performance within these companies.
 
 Originality/Value: This study adds to the existing body of knowledge by providing empirical evidence on the influence of different strategic leadership styles on financial outcomes in the context of the Libyan oil and gas sector, a subject that has not been extensively explored previously.
 
 Practical Implications: Based on the findings, the research advocates for the oil and gas companies in Libya to prioritize the development and implementation of effective strategic leadership practices. Such measures are suggested to enhance financial performance and secure a competitive edge in the marketplace.

Relationship between Strategic Leadership Intent and Church Growth: A Case of the Anglican Church of Kenya

The Anglican Church of Kenya (ACK) faces challenges in its growth endeavors, including program sustainability and the need for technological and spiritual advancement. These challenges imply that ACK followers may not fully benefit from the socio-economic and spiritual advantages associated with church membership. This study aimed to investigate the correlation between strategic leadership intent and ACK’s growth. The study utilized a cross-sectional design to investigate church leadership dynamics within the Anglican Church of Kenya, specifically focusing on strategic leadership and church growth. A sample of 315 church leaders was drawn from various administrative levels, including provincial administration members and diocesan secretariat members, reflecting both urban and rural demographics. Proportional stratified sampling ensured representation across different strata. Data collection involved a structured questionnaire administered either online or in person, covering participant demographics and key research variables. Reliability coefficients, such as Cronbach’s alpha, were computed to ensure the questionnaire’s internal consistency. Statistical analyses, including linear regression, were conducted using SPSS to evaluate research hypotheses. The study found that strategic leadership intent explained 19.1% of the variance in church growth within the Anglican Church of Kenya, indicating a significant relationship between the two factors. A one-unit increase in strategic leadership intent corresponded to a 0.438 increase in church growth, suggesting a positive association between the two variables. These findings support the idea that effective strategic leadership plays a crucial role in driving church growth, with nearly one-fifth of the variations in growth attributable to strategic leadership. Overall, the results underscore the importance of strategic leadership in fostering the growth and development of the Anglican Church of Kenya. Subsequent research endeavors could explore distinct facets of strategic leadership to discern their individual impacts on church growth.

The Roles of Strategic Leadership in Ensuring Sustainable Competitive Advantage: Empirical Evidence from Pharmaceutical Distribution in Emerging Markets

This research addresses the crucial yet underexplored area of strategic leadership roles in enhancing sustainable competitive advantage in the pharmaceutical distribution sector of emerging markets, particularly focusing on South Africa. The relevance of this study lies in its exploration of strategic leadership within a sector experiencing significant growth and global competition, specifically in the context of emerging markets where such investigations are scarce. The primary aim is to delineate strategic leadership roles crucial for fostering sustainable competitive advantage in this sector. The choice of the pharmaceutical distribution sector in South Africa as the research object is due to its dynamic nature and the unique challenges it presents in emerging markets. This study covers a significant period that reflects the evolving dynamics of the industry. Utilising a qualitative research methodology, the study involves in-depth interviews with 10 strategic leaders in South African pharmaceutical distribution firms. This approach provides a robust informational and statistical basis for the research. Through thematic analyses, the research uncovers five key strategic leadership roles: setting strategic direction, managing business complexity, promoting organisational structure, managing organisational culture, and developing human resources. These roles are pivotal in establishing and maintaining a sustainable competitive advantage in the pharmaceutical distribution industry in emerging markets. The study confirms the hypothesis that effective strategic leadership is vital for achieving sustainable competitive advantage. It reveals specific trends and quantitative regularities in leadership strategies that contribute to this goal. This research offers substantial practical significance for managerial decision-making in the pharmaceutical distribution industry, particularly in emerging markets. Its insights are crucial for leaders aiming to create and sustain competitive advantage, thereby contributing to the industry’s growth and stability. Furthermore, it lays a foundation for future investigations across various contexts within the pharmaceutical sector and different leadership perspectives.

EFFECTIVE STRATEGIC LEADERSHIP IN HEALTH SERVICES

Health services focus on quality of care to achieve high levels of productivity. Good quality of care can’t be separated from the actions of the leader in managing health service management. Strategies are needed by leaders to create good quality health services from all aspects. Strategic leadership directs the leaders to influence their members to achieve common goals. The purpose of the leadership strategy is to understand how leaders can influence the performance of their members in achieving organizational goals effectively. Effective means that it can have an effect, so that an effective leadership strategy is expected to have an influence on organizational activities. Effective leadership is not always owned by a leader. Leaders need to learn how to make their leadership effective. The method used in this research is literature study from several books and journals. The results of the analysis show that in organizational activities, effective strategic leadership is needed so that organizational goals can be achieved.

Internal Environment of the Organization and Strategic Choice in Cement Manufacturing Firms in Kenya

Purpose: The objective of this research is to look into the internal environment elements of the organization that have an impact on strategic choice in the Kenyan cement industry.
 Methodology: A descriptive research design was used. The target population consisted of six Kenyan cement manufacturing firms. To collect data, a census and a questionnaire were used. The collection tool was piloted prior to the actual study to determine its validity and reliability. The arithmetic standard deviation and mean were utilized to assess central tendency and dispersion.
 Findings: Research findings are expected to significantly inform cement manufacturing firms and accelerate infrastructural development in Kenya as well as East Africa. Organizational structure was also positively correlated at (r =.368 and P>0.05), indicating a positive relationship, and organizational culture was positively correlated at (r =.358 and P >0.05), indicating a positive (+ve) and significant relationship. At (r) =.597 and P>0.05, managerial leadership styles had the greatest positive influence on strategic choice. The results of the study on organizational resources and strategic choice in Kenyan cement manufacturing firms revealed a moderately positive relationship that was statistically significant (r=.436 and P>0.05). According to the study, organizational structure, culture, managerial leadership style, and resources all have a positive (+ve) and significant effect on strategic choice.
 Unique contribution to theory, practice and policy (recommendation): The research hopes to inform policy on the strategic importance of supporting and strengthening strategic choices through adapting dynamic organizational structures and implementation policies for Kenyan cement manufacturing and beyond. The study will further enable top management of Kenyan cement manufacturing firms unlock the value of their investment through effective strategic leadership. The study will help improve the management and development of strategic areas of capacity building and improve policies geared towards enhancing the strategic choice.

Strategic leadership in cyber security, case Finland

ABSTRACT Cyber security has become one of the biggest priorities for businesses and governments. Streamlining and strengthening strategic leadership are key aspects in making sure the cyber security vision is achieved. The strategic leadership of cyber security implies identifying and setting goals based on the protection of the digital operating environment. Furthermore, it implies coordinating actions and preparedness as well as managing extensive disruptions. The aim of this article is to define what is strategic leadership of cyber security and how it is implemented as part of the comprehensive security model in Finland. In terms of effective strategic leadership of cyber security, it is vital to identify structures that can respond to the operative requirements set by the environment. As a basis for national security development and preparedness, it is necessary to have a clear strategy level leadership model for crises management in disturbances in normal and in emergency conditions. In order to ensure cyber security and achieve the set strategic goals, society must be able to engage different parties and reconcile resources and courses of action as efficiently as possible. Cyber capability must be developed in the entire society, which calls for strategic coordination, management and executive capability.

Analysis of strategic leadership for organizational transformation and employee engagement

Effective strategic leadership is seen as a key element in the effective operation of a company operating in an increasingly dynamic and difficult environment of the 21st century. In the face of information insecurity and resource scarcity, strategic leadership is needed to address environmental turmoil and the constant need for appropriate organizational transformation to realize set goals. The majority conceptual and empirical studies have revealed that strategic leadership significantly impacts results. Despite their importance, studies have shown that the impact of strategic leadership on a company's performance depends on conditional constraints or random effect. Till date, only some experiential studies have analyzed the direct and indirect association between strategic leadership, the external environment, organizational transformation and results. This article aims to discover this research gap by critically analyzing relevant conceptual and empirical aspects Literature suggesting the possibility that the external environment and organizational changes may affect the relationship between strategic leadership and organizational performance. The article analyzes emerging preposition suggesting that the direct impact of strategic leadership on results is controversial and, therefore, ambiguous, because the impact of the external environment and organizational changes can be moderated and mediated. It is to be hoped that the magazine's postulates will conduct empirical research in various contexts to accelerate the removal of existing knowledge gaps.

Strategic Leadership and Organizational Performance: A Critical Review of Literature

Effective strategic leadership is considered as a major ingredient for the successful performance of any organization operating in the ever dynamic and complex environment of the 21st century. In the context of information uncertainty and resource scarcity, strategic leadership is required to confront the reality of environmental turbulence and a continuous need for appropriate organizational change in order to achieve performance goals. Most of the conceptual and empirical studies have shown that strategic leadership actions significantly influence performance. Despite its importance, studies have demonstrated that the influence of strategic leadership on organizational performance is contingent upon situational constraints or random effects. To date, very little empirical research has analyzed the direct and indirect relationship between strategic leadership, external environment, organizational change and performance. This paper seeks to unearth this research gap by critically reviewing relevant conceptual and empirical literature to bring out the possibility that the external environment and organizational change could influence the relationship between strategic leadership and organizational performance. The paper advances the emerging postulations which anchor a conclusion that the direct effect of strategic leadership on performance is contested and hence inconclusive due to possible moderating and mediating influence of the external environment and organizational change respectively. It is hoped that the paper’s postulations would guide empirical research in various contexts to hasten addressing of the extant knowledge gaps.

Peranan Perilaku Organisasi dan Manajemen Strategi dalam Meningkatkan Produktivitas Output Pendidikan

The Strategic issues that are currently the problem of education this time include the achievement of low quality seeing graduate productivity, factors related to issue value for money, and factors of educational accountability. Organizational behavior includes a complex collection of ideologies, symbols, and core values that apply in the company and influence the way to run the business. Establishing an organizational culture is the main task of effective strategic leadership. This study aims to reveal how organizational behavior influences the process of organizational change. Implementation of Change is a process that stems from differences in mindset. This research is library research. The primary data source is the theory of organizational behavior. Secondary data sources are change theory, strategic management, and productivity. Research result shows that thoughts of people who are in the organization build the mind of the organization to build a good condition that will produce a good performance. Component of increasing productivity in the context of educational output is (1) work attitude; (2) skill competence; (3) environment relationship; (4) productivity management; (5) labor efficiency and (6) entrepreneurship.

Factors Influencing Competitiveness of Small and Medium Enterprises (SMEs) in Nairobi County, Kenya

The purpose of this study was to examine factors influencing firm competitiveness among the Small and Medium Enterprises in Nairobi, Kenya. Specifically the study set out to examine the influence of strategic leadership, technology, resources and organization culture on competitiveness of Small and Medium Enterprises in Nairobi. The study adopted a descriptive research design. The study population comprised of SMEs in Nairobi which fall within the top 100 SMEs in Kenya. There are 79 SMEs from Nairobi County in the Top 100 SMEs in Kenya. A sample size of 25 SMEs which represented 30% of the target population was selected through stratified random sampling. The stratification was based on five business sector categories (real estate, supplies, services, distribution and manufacturing). The study utilized primary data which was collected from top management employees through the use of questionnaire. Data was analyzed using both descriptive and inferential statistics. Correlation analysis was employed to aid in establishing the nature and strength of the relationships between variables of interest. Correlation analysis results indicate that strategic leadership, adoption of relevant technology, resources availability and organization culture has a positive and significant relationship with firm competitiveness. The study concludes that sustainable competitive advantage of the firm stems from effective strategic leadership, adoption of technology, resources availability and effective organization culture. The study recommends that SMEs should embrace various competitive strategies to remain relevant in the market and achieve the required competitiveness. The SMEs managers should embrace strategic leadership practices, benchmark on best practices to ensure constant touch with their customers, embrace adoption of appropriate technology towards realizing higher levels of efficiency and effectiveness, ensure optimal utilization of resources, and cultivate a good balance between the organization culture and the organization processes so as to enhance competitive advantage. This study was confined to factors influencing organizational competitiveness of small and medium enterprises within Nairobi County. Other studies could be pursued in terms of expanding the geographical setting and taking recognition of other variables that could intervene and or moderate the investigated relationship.

Factors Influencing Competitiveness of Small and Medium Enterprises (SMEs) in Nairobi County, Kenya

The purpose of this study was to examine factors influencing firm competitiveness among the Small and Medium Enterprises in Nairobi, Kenya. Specifically the study set out to examine the influence of strategic leadership, technology, resources and organization culture on competitiveness of Small and Medium Enterprises in Nairobi. The study adopted a descriptive research design. The study population comprised of SMEs in Nairobi which fall within the top 100 SMEs in Kenya. There are 79 SMEs from Nairobi County in the Top 100 SMEs in Kenya. A sample size of 25 SMEs which represented 30% of the target population was selected through stratified random sampling. The stratification was based on five business sector categories (real estate, supplies, services, distribution and manufacturing). The study utilized primary data which was collected from top management employees through the use of questionnaire. Data was analyzed using both descriptive and inferential statistics. Correlation analysis was employed to aid in establishing the nature and strength of the relationships between variables of interest. Correlation analysis results indicate that strategic leadership, adoption of relevant technology, resources availability and organization culture has a positive and significant relationship with firm competitiveness. The study concludes that sustainable competitive advantage of the firm stems from effective strategic leadership, adoption of technology, resources availability and effective organization culture. The study recommends that SMEs should embrace various competitive strategies to remain relevant in the market and achieve the required competitiveness. The SMEs managers should embrace strategic leadership practices, benchmark on best practices to ensure constant touch with their customers, embrace adoption of appropriate technology towards realizing higher levels of efficiency and effectiveness, ensure optimal utilization of resources, and cultivate a good balance between the organization culture and the organization processes so as to enhance competitive advantage. This study was confined to factors influencing organizational competitiveness of small and medium enterprises within Nairobi County. Other studies could be pursued in terms of expanding the geographical setting and taking recognition of other variables that could intervene and or moderate the investigated relationship.

The development needs of newly appointed senior school leaders in Abu Dhabi, UAE

For many years the essential role that senior school leaders play in school leadership teams, and the development programmes they follow to ensure effective strategic leadership in schools have been the subject of intense debate. Crucial to this debate has been the focus on context-shaped professional learning and leadership approaches where the importance of appropriate, multifaceted, developmental support initiatives for young newly appointed senior school leaders, namely vice-principals and principals, is highlighted and recommended. This paper shows how new young Emirati senior leaders generally lack role experience and thus rely on their expat vice-principals or head of faculties for much of their daily leading strategically and operational management functions in the school. Reflecting on findings developed in a recent doctoral study, the paper highlights what 20 young newly appointed senior school leaders at the Abu Dhabi Education Council (ADEC), United Arab Emirates (as a unique group of young newly appointed leaders) say about their development needs and what specific preparation they require. This paper employed a mixed-method approach to gather data, with the findings relying heavily of a quantitative analysis of questionnaires conducted.

The development needs of newly appointed senior school leaders in Abu Dhabi, UAE

For many years the essential role that senior school leaders play in school leadership teams, and the development programmes they follow to ensure effective strategic leadership in schools have been the subject of intense debate. Crucial to this debate has been the focus on context-shaped professional learning and leadership approaches where the importance of appropriate, multifaceted, developmental support initiatives for young newly appointed senior school leaders, namely vice-principals and principals, is highlighted and recommended. This paper shows how new young Emirati senior leaders generally lack role experience and thus rely on their expat vice-principals or head of faculties for much of their daily leading strategically and operational management functions in the school. Reflecting on findings developed in a recent doctoral study, the paper highlights what 20 young newly appointed senior school leaders at the Abu Dhabi Education Council (ADEC), United Arab Emirates (as a unique group of young newly appointed leaders) say about their development needs and what specific preparation they require. This paper employed a mixed-method approach to gather data, with the findings relying heavily of a quantitative analysis of questionnaires conducted.

A Look Inside the Paradox of Conglomerate Success:Jack Welch’s Effective Strategic Leadership

This paper aims to detect the role that strategic leadership may exert on conglomerate diversification performance. Using an in-depth longitudinal study applied to Jack Welch’s two-decade-long strategic leadership at General Electric, we identify intriguing insights that are shown to be helpful for understanding and assessing the role of strategic leadership on the success of conglomerates. In particular, we illustrate how positive heterogeneity in the performance of conglomerate firms may originate from the role that effective strategic leadership exerts to circumvent the “conglomerate traps” (i.e., managerial complexity, resource misallocation, and structural inertia). By doing so, we tackle the paradox offered by the generalizability of econometric studies applied to diversified firms that are not able to explain why some conglomerate firms create exceptional value while others generally suffer from a diversification discount.

In Quest of Competitive Advantage in Unpredictable Environments: The Ascension of Zydus Cadila in the Indian Pharmaceutical Industry

The introduction of product patent regime in 2005 has forced the firms in the Indian Pharmaceutical Industry (IPI) to rethink their sources of competitive advantage. The absence of an appropriate funding mechanism through the Indian government and the acquisition of Indian pharmaceutical firms by MNCs have added to the woes. This research mainly examines how firms in the IPI would generate competitive advantage and superior performance in such a scenario. Using case study research, this study investigates:• What are the key capabilities of the firm and how do they contribute to superior performance?• What role does strategic leadership play in the firm and how do they contribute to superior performance?• What are the emergent strategies of the firm?• Is support of government critical for survival and growth?• Is the firm having competitive advantage i.e. superior performance?The unit of analysis was the firm’s strategic leadership, key resources, capabilities and core competencies, competitive advantage and emergent strategies in the product patent regime of the IPI. One firm i.e. Zydus Cadila was selected for the study. The firm was Ahmedabad based and represented the case of a large firm with a turnover of over 1 billion dollars globally and among the top 5 firms in the IPI.On the whole, this research study may be useful to managers and policy makers by proposing that building capabilities in key areas through effective strategic leadership to meet market challenges in a more viable strategy in the new patent regime. The success of firms would depend on their ability to experiment, to learn quickly from mistakes, and reconfigure their capabilities to explore new opportunities in a rapidly changing IPI.

Strategic leadership of Teaching and Learning Centres: from reality to ideal

This paper reports on the third phase of a study of Australian Teaching and Learning Centres to identify factors that contribute to the effective strategic leadership of Centres. Focus groups at 10 Australian universities included 66 respondents, providing a diverse range of perspectives, from students to members of the university executive. Analysis of participant contributions extended findings from prior project phases and the wider literature. They also contributed to the final construction of the strategic leadership Teaching and Learning Centre maturity framework presented here. Centres remain in a state of flux, enduring regular reconfiguration. For most Centres, their level of interaction with students is low and increased engagement with students would be of benefit. Perceptions of Centres vary widely, reinforcing the importance of a strategic partnership between the University's Senior Executive, the Centre and faculties as a prerequisite for implementing identified high-impact strategies for improvement in teaching and learning.

Effective strategic leadership: Balancing roles during church transitions

As part of their responsibilities of leading the organisation, strategic leaders are responsible for leading change. This article investigated the application of the strategic leadership of change within the church context. A Straussian approach to the grounded theory method was used to generate a substantive grounded theory of organisational change and leadership, particularly focusing on the manifestation and management of organisation inertia in churches within South Africa that were transitioning from a programme based to a cell based church design. This article reported on one aspect of this study and focused on the patterns of leadership roles. It further distinguished between effective and ineffective leadership patterns that either enhanced or compromised the credibility of the leader and by implication, affected the success of the change intervention. The results of the study were discussed from the perspective of social capital theory, thereby contributing to understanding the role of strategic leaders in building social capital within the context of organisation change.

Changing perspectives: teaching and learning centres’ strategic contributions to academic development in Australian higher education

This article reports on a study of Australian teaching and learning centres to identify factors that contribute to their effective strategic leadership. These centres remain in a state of flux, with seemingly endless reconfiguration. The drivers for such change appear to lie in decision makers’ search for their centres to add more strategic value to organisational teaching, learning and the student experience. Through a synthesis of findings based on interviews, a survey of directors of centres and focus groups, the article identifies paradigmatic shifts in the ways centres see themselves, relate to their organisations and respond to external environmental forces. From an understanding of paradigm shifts, strategic contributions to academic development in the sector are framed organisationally through key points of leverage. Points of leverage are manageable actions that can be taken to maximise overall institutional impact and effectiveness.