Impact Of Strategic Leadership Research Articles

دور القيادة الاستراتيجية في تحقيق التميز التنافسي: دراسة تطبيقية على مجموعة شركات دله البركة بجدة

This study aims to provide a comprehensive overview of the concept of the role of strategic leadership in achieving competitive advantage. The study also aims to determine the role of strategic leadership in achieving competitive advantage in Dallah Al Baraka Company - Jeddah, and to know the level of practices of its senior leadership, and to know the level of practices of middle leadership (department heads). of senior leaders and employees from the point of view of their employees. To achieve the objectives of the study in the chosen environment, Dallah Al Baraka Group of Companies - Jeddah, the field study was applied to a sample of (30) of the company’s employees, divided into 10 (senior leadership); (10) Department heads; (10) employees in the departments, and a questionnaire form was designed with a set of scales, and each scale measures each dimension and each variable separately. The questionnaire form included four sections: demographic data, the role of strategic leadership in achieving competitive excellence, and the impact of strategic leadership on financial performance, the impact of strategic leadership on creative and innovative aspects. Then the researcher used the descriptive analytical method through which he attempts to describe the phenomenon - the subject of the study, answer its questions, and test its hypotheses - and analyze its data using the statistical program SPSS. The study reached several results, the most important of which are: Strategic leadership decisions and practices led to an increase in revenues and profits at Dallah Al Baraka Company. Strategic leadership also contributed to achieving growth and expansion in the organization’s activities and investments. The study also demonstrated the presence of clear indicators that reflect the impact of leadership on competitive advantage. The results of the study confirmed that leadership practices work to achieve competitive excellence in a sustainable manner in Dallah Al Baraka companies, and that creativity and encouraging innovation is the primary factor in enhancing the competitive ability of the organization. The study concluded with some recommendations, the most important of which is the necessity of having effective communication channels to achieve the primary goal of strategic leadership, let it be strategic communication. The study also recommended the need to strive towards training the organization’s employees, whether they are leaders or employees in their work sites, in a way that enables them to perform their work and achieve innovative growth during training.

The impact of strategic leadership on strategic performance in higher education institutions: The mediating role of change management

The impact of strategic leadership on strategic performance in higher education institutions: The mediating role of change management

The Impact of Strategic Leadership on Employee Performance: A Study of the Aviation Industry

The Impact of Strategic Leadership on Employee Performance: A Study of the Aviation Industry

Building a Resilient Workforce in Indian IT: The Impact of Strategic Leadership and Knowledge Management on Change Management

Building a Resilient Workforce in Indian IT: The Impact of Strategic Leadership and Knowledge Management on Change Management

The Impact of Strategic Leadership on Improving Organizational Performance in Yemeni Insurance Companies

The Impact of Strategic Leadership on Improving Organizational Performance in Yemeni Insurance Companies

The impact of strategic leadership on improving the organizational health of Yemeni private universities

هدفت الدراسة إلى تحديد تأثير القيادة الاستراتيجية في تحسين الصحة التنظيمية للجامعات اليمنية الأهلية، واستخدمت الدراسة المنهج الوصفي التحليلي، وكانت الاستبانة هي أداة جمع المعلومات والبيانات، وتَكوَّن مجتمع الدراسة من جميع القيادات الأكاديمية والإدارية في الجامعات محل الدراسة، والمتمثلة في: (الجامعة اليمنية – جامعة العلوم والتكنلوجيا – جامعة سبأ – جامعة الأندلس للعلوم والتقنية – جامعة الملكة أروى – جامعة العلوم الحديثة)، وبلغ حجم مجتمع الدراسة (306) عناصر، وتم اختيار عينة عشوائية طبقية بلغت (189) مفردة، وتوصلت الدراسة إلى عدد من النتائج أهمها: إن مستوى ممارسة سلوكيات القيادة الاستراتيجية في الجامعات اليمنية الأهلية كان مرتفعاً ، وإن مستوى الصحة التنظيمية في الجامعات محل الدراسة كان مرتفعاً. وأن هناك تأثير للقيادة الاستراتيجية في تحسين الصحة التنظيمية للجامعات اليمنية الأهلية.

The Impact of Strategic Leadership on the Performance of Administrative Personnel to Achieve Sustainable Development

the Impact of Strategic Leadership on the Performance of Administrative Personnel to Achieve Sustainable Development

Does Strategic Leadership Impact Competitive Advantage, Mediated by Diversification Strategy In the Manufacturing Industry?

The goal of this research is to conduct an analysis of the mediating role of diversification strategy in increasing competitive advantage, as well as the impact of strategic leadership, in the manufacturing industry located at Riau Island region, Indonesia, categorized as medium, large and export-oriented companies listed in the Riau Island’s Central Statistical Office 2021 directory.
 The method applied is quantitative research with Structural Equation Modelling (SEM) to test the hypothesis. Primary data were collected by sending questionnaires to 210 respondents as the representative of the manufacturing industry, by using purposive sampling, which was then analyzed using AMOS software.
 The study's findings indicate that diversification strategy can operate as a significant and positive mediator in strategic leadership to achieve a competitive advantage, despite the fact that the direct effect test of the diversification strategy variable has no influence on competitive advantage. It may investigate adding other exogenous variables or applying dimensions such as cross-cultural leadership with a fixed population sample in the manufacturing industry, outside Riau Island, or in other countries for future research.

THE IMPACT OF ENTREPRENEURSHIP IN ACHIEVING THE COMPETITIVE ADVANTAGE OF THE HORTICULTURAL SECTOR: A CASE STUDY OF KHARTOUM STAT (2011-2021)

<p>The study focuses on the impact of strategic leadership on the competitive advantage by applying it to the horticultural sector in Sudan, Khartoum State, it is an applied and analytical study carried out in the periods (2013-2022). The statement of research problem is that, there is a defect in the competitive advantage of horticultural sector as a result of improper application of strategic leadership. The research main question was that, is there an impact of applying, the strategic leadership on competitive advantage of horticulture sector in Khartoum State? The research aims at identifying the relationship between strategic leadership and competitive advantage in the horticultural sector in Khartoum state. The study reached out a number of results most important of it: it works to enhance the competitive advantage between organizations, namely organizations concerned with the agricultural sector. Concentration on leadership and pioneers has become an urgent necessity to keep pace with the rapid development in various sciences, especially agricultural sciences. The study recommended, that attention should be made to infrastructure and export including but not limited to transportation, communication, storage, cooling, packaging, repackaging and display, which had a significant impact on Sudanese exports, facilitating the import of improved seeds and working to establish the seed industry locally, exempting horticultural crops from all fees and taxes, urging organizations to import fertilizers and pesticides to treat horticultural crops, and exempt them from customs duties, producing horticultural crops that compete in the markets by paying attention to fight pests that prevent the growth of crops, distorts their shape, and deviate them from competition in global markets. The study recommended that, there should be an integrated marketing information center to be close to embassies, economic and commercial attaches, encouraging participation in foreign fairs, creating partnerships with foreign investors in the field of horticultural exports marketing to create opportunities in global markets.</p><p><strong>JEL</strong>: Q10; Q13; O12</p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/soc/0056/a.php" alt="Hit counter" /></p>

The Impact of Strategic Leadership on Organizational Performance with Regard to The Role of Organizational Innovation

The Impact of Strategic Leadership on Organizational Performance with Regard to The Role of Organizational Innovation

The Impact of Strategic Leadership on Entrepreneurial Performance An Analytical Study of the Opinions of a Sample of Administrative Leaders in The Union Company for Food Industries Ltd. in Babylon

Introduction
 Our current research seeks to measure the impact of leadership with its dimensions represented by (determining direction, investing and preserving core capabilities, developing human capital, promoting culture) a questionnaire a questionnaire on all measurements at various administrative levels, the chairman of the board of directors of the company, the executive director, the general manager, and the management of departments and divisions in Union Company for Food Industries Ltd In order to process this data and test the hypotheses, the researcher used a number of statistical methods, the most important of which are (the arithmetic mean, the standard deviation, the relative coefficient of difference, and the relative importance).
 working methods
 Using the analytical method to reach the results through the use of the questionnaire form and subjecting it to several statistical methods and tools through the SPSS statistical analysis program.
 Conclusions
 It is clear from the results of testing the hypotheses of the study that there is a significant effect of the strategic leadership variable on the entrepreneurial performance at the level of the study sample company, and this indicates that the more the administrative leaderships in the study sample company pay attention to the dimensions of strategic leadership and follow strategic behaviors, the more they have an insight into the future and a vision It has a clear and deep understanding of the market dynamics, and it has the necessary expertise, skills, and capabilities to deal with environmental variables. The higher the level of entrepreneurial performance at the level of the study sample company, the greater its ability to achieve success.
 It was also clear from the results of testing the hypotheses of the study that there is a significant effect of the dimension of defining the strategic direction on the entrepreneurial performance, and this means that the study sample company paid more attention to defining its strategic direction clearly and formulating its strategy with high transparency, and the more its administrative leaders had a full understanding of the strategic process, the higher the performance its pioneer.
 The results of hypothesis testing showed that there is a significant effect of the investment dimension and the preservation of core capabilities in the entrepreneurial performance variable. Resources and expertise in order to build core capabilities and improve their outputs.
 From the results of testing the hypotheses of the study, it was found that there is a significant effect of the dimension of strengthening the organizational culture in the variable of entrepreneurial performance. Social, this is a matter of raising the level of his leadership performance.

The Impact of Strategic Leadership on Innovation Ambidexterity: The Mediating Effect of Social Capital

The Impact of Strategic Leadership on Innovation Ambidexterity: The Mediating Effect of Social Capital

The microfoundations of open innovation: CEO overconfidence and innovation choices

How to successfully drive open innovation (OI) has been an important issue. However, the existing literature on the determinants of OI mainly focuses on organizational and contingent factors, and the “human side” of it is still not well understood, which also motivates us to explore it more deeply. This paper attempts to link upper echelon theory with OI research using data from a large sample of Chinese listed companies to investigate how the overconfident tendency of the CEO affects his or her preference for different OI modes. At the same time, what role do other top management team (TMT) members play in this process. The results show that overconfident CEOs favor market and organization‐oriented OI over technology‐oriented OI, and TMT governance can moderate such relationship, that is, as the level of TMT governance increases, the preference of overconfident CEOs for market and organization‐oriented OI will be weakened, avoiding the negative effect of excessive adoption of such activities on firm performance. By focusing on the human side of OI, this paper adds to the literature on the impact of strategic leadership, namely the influence of key individual CEO and other executives within the organization on OI management, which is also a response to the emphasis that more attention should be paid to the microfoundations of OI in the future.

Banking Employee Performance from Sulawesi – A Case Study

This study proposed to analyze and investigate the impact of strategic leadership and job design to improve work motivation and performance of employee in Bank BPD South Sulawesi and West Sulawesi. The analysis was performed using SEM analysis method with 130 respondents. This study suggested: strategic leadership and job design have a positive and significant direct impact on work motivation and performance, strategic leadership and job design have a positive and significant non-direct impact on performance mediated by work motivation.

Strategic leadership in post-conflict states: A study of The Democratic Republic of Congo (DRC)

The research examines the impact of strategic leadership in post-conflict states. This was achieved by comparing different leadership styles with the performance of the post-conflict state to identify which leadership style fits best with specific performance indicators in The Democratic Republic of Congo (DRC). The study explores the qualitative methodology to assess the impact of strategic leadership in post-conflict states through an explanatory view using an interpretive approach, participant contributions, direct observations, documents, and interviews. Data were analyzed using NVivo data analysis software. The research discovered leadership deficiency at all levels of society. The leadership lacks some essential characteristics to guarantee the well-being of the people. The study also observed an inadequate commitment to support the vision. Also, the mismanagement of country natural resources often causes insecurity and triggers the creation of many armed groups to exploit the resources illegally. The study, therefore, recommended strong committed leadership, the political will, and stable state institutions. One needs a committed leadership to set the vision which can make a change in people's lives, and we can gain the milestones and eventually achieve the vision with the support of the political will and stable state institutions. The study contributes to knowledge by developing a much more user-friendly formula that summarizes the strategic, leadership needed in post-conflict states.

The Impact of Strategic Leadership on Crisis Management

The crisis is an unusual and stressful event. It is highlighted by the strategic gap due to the lack of adaptation to the changes that occur in the organization's environment. This study aims to identify the reality of strategic leadership represented by (investing strategic capabilities, defining strategic direction, improving and developing human capital, strengthening organizational culture with ethical practices, implementing balanced regulatory supervision) and crisis management represented by (detection of warning signals, preparedness and prevention, containing and limiting damages, restoration of activity, and learning) at OOREDOO Q.S.C. (Ooredoo), Qatar - Company, in addition to highlighting the role of strategic leadership in Crisis management in the Company. The study found that there is a statistically significant effect of Strategic leadership practices of all dimensions on Crisis management. It recommended that OOREDOO Q.S.C. (Ooredoo), Qatar - Company focus more on studying and analyzing its internal environment to identify the strengths and weaknesses in it and identify possible indicators of the occurrence of the crisis, and thus help it to enhance its strengths and take appropriate solutions to remedy its weaknesses, along with taking the necessary measures to prevent crises from occurring and reducing their impacts and its negative repercussions.

The Impact of Strategic Leadership on Corporate Social Responsibility: The Mediating Role of Organizational Learning Culture

The Impact of Strategic Leadership on Corporate Social Responsibility: The Mediating Role of Organizational Learning Culture

Kepemimpinan Strategis Dan Perubahan Pada Perguruan Tinggi

The world recently changed rapidly in all fields. Higher education is one of the sectors that cannot avoid these changing. An existed Higher education is able to survive at this time is a university that is always willing to make the strategy changing and culture of the organization. And it is also supported by the existence of a strategic leader in the organization. This study aims to know the impact of strategic leadership and organizational culture on changes in the organization of higher education in Surabaya, East Java. The research method used in this research is quantitative. This research population was 231 study programs with minimum accredited criteria B. The sampling technique used was purposive sampling, so the sample of this research was 72 study programs. Data analysis method used is Partial Least Square. The results showed that the strategic leadership and organizational culture each had a positive and significant influence on the changing in the organization of higher education in Surabaya, East Java.

Exploring the role of exploration/exploitation and strategic leadership in organizational learning

PurposeThe purpose of this paper is to explore the role of exploration/exploitation strategies in organizational learning and the impact of strategic leadership on the organizational learning process.Design/methodology/approachBased on an extensive review of literature, this paper develops propositions encompassing three key elements: exploration/exploitation, strategic leadership and organizational learning.FindingsThe propositions inform that tension between exploration and exploitation creates opportunities for organizational learning. Further, leadership styles have a differential effect on the role of exploration/exploitation in organizational learning. Transformational leadership positively impacts the role of exploration in individual and group learning but negatively impacts the role of exploitation in institutionalized learning. Transactional leadership positively impacts the role of exploitation in institutionalized learning but negatively impacts the role of exploration in individual and group learning. The alternate use of transformational and transactional leadership styles can facilitate multilevel organizational learning.Research limitations/implicationsThe propositions are the first step toward the development of a theory of exploration/exploitation–organizational learning–strategic leadership. For practitioners, this paper elaborates the role of exploration/exploitation and strategic leadership in multilevel organizational learning. The paper also informs about those leadership styles that are counterproductive in the individual/group and institutionalized learning.Originality/valueThis paper is novel in its contribution because exploration/exploitation, organizational learning and strategic leadership have not been discussed in a unified framework in the previous studies. Further, whereas previous studies discuss “organizational learning” mainly as an organizational-level construct, this paper discusses organizational learning at the individual, group and organizational levels. A discussion of the individual, group and institutionalized learning furnishes rich insights into organizational learning dynamics.

IMPACT OF STRATEGIC LEADERSHIP ON STRATEGIC COMPETITIVE ADVANTAGE THROUGH STRATEGIC THINKING AND STRATEGIC PLANNING: A BI-MEDITATIONAL RESEARCH

Confusion between strategic planning and strategic thinking in the context of strategic leadership and its effect on competitive advantage was the foremost rationale for this study to come into view. Thereby, the aim of this study was to examine the role of two mediating variables, i.e., strategic planning and strategic thinking in the impact of strategic leadership on competitive advantage. Scoping health care sector in Jordan resulted in three public hospitals agreed to participate in the study. Data were gathered using a questionnaire developed on the basis of literature review. A total of 1000 questionnaires were administered to hospitals. A total 521 questionnaires were returned with a response rate of 52.1%. The results pinpointed that strategic leadership significantly predicted strategic planning, strategic thinking and competitive advantage. the results also revealed that strategic planning and strategic thinking significantly and positively related to competitive advantage. accordingly, it was approved that strategic planning and strategic thinking mediated the effect of strategic leadership on competitive advantage. Despite that the influence of strategic thinking on competitive advantage was greater than the influence of strategic planning on competitive advantage. The study hold the perspective that both strategic planning and strategic thinking were essential in the context of strategic leadership, since strategies are developed by strategic thinking and operationalized via strategic planning.