Influence Of Strategic Leadership Research Articles

Influence of strategic leadership on organisational performance in hospitals

Influence of strategic leadership on organisational performance in hospitals

Influence of strategic leadership on organisational performance in hospitals

Influence of strategic leadership on organisational performance in hospitals

Influence of Strategic Leadership on the Performance of Pharmaceutical Manufacturing Firms in Nairobi County

The purpose of the study was to determine the influence of strategic leadership on the performance of pharmaceutical manufacturing companies in Nairobi County. The study applied a descriptive research design. Population comprised 71 pharmaceutical manufacturing companies in Nairobi county which served as the unit of analysis. Targeted respondents were procurement managers, finance managers, and marketing managers who in total were 288. Sampling technique applied was a stratified random technique using a Taro Yamane formula. To collect data, the researcher used questionnaires that were both physically and electronically administered. Data that was gathered was analyzed using SPSS where descriptive and inferential analysis were done. Findings revealed an R-square of 0.692, an F-ratio of 344.992, a beat score of 0.958, and a p-value of 0.000. The study concluded that strategic leadership had a positive and significant influence on the performance of pharmaceutical companies in Nairobi County. The study was however limited to a direct relationship between the variables without considering other variables that could have an impact on the relationship indirectly. Additionally, outcomes from the study should be applied in general pharmaceutical industries in Kenya with caution because of the difference in business environment. The study recommended that the top pharmaceutical companies in Nairobi county invest in leadership development programs to enhance the capabilities of their leaders which can be tailored to communication training, vision-casting, or even inspirational leadership programs to help in offering better leadership which enhances organizational performance.

The Influence of Strategic Leadership, Organizational Learning, And Organizational Culture on Organizational Performance Through Organizational Citizenship Behavior in Timor-Leste National Police Using Structural Equation Modeling

The Influence of Strategic Leadership, Organizational Learning, And Organizational Culture on Organizational Performance Through Organizational Citizenship Behavior in Timor-Leste National Police Using Structural Equation Modeling

The influence of strategic leadership, transformational leadership and visionary leadership on performance at the naval academy mediated by decision making

This study aims to determine and explain the effect of Strategic Leadearship, Transformational Leadearship and Visionary Leadearship on Decision Making mediated by the Performance of the Naval Academy. The sample used in this study was 146 respondents who were taken using purposive sampling and data collection methods using questionnaires or online questionnaires. The use of PLS ​​SEM was carried out by considering the limited number of samples used which resulted in the level of difficulty of the respondents used in this study. The population in this study is the Academic Community of the Naval Academy consisting of lecturers, educational staff. The results of this research showed that Strategic Leadearship, Transformational Leadearship and Visionary Leadearship have a positive effect on Performance in realizing Navy Officers who are ready to fight. Strategic Leadearship, Visionary Leadearship and Performance have a positive effect on Decision Making in realizing war-ready Navy Officers, while Strategic Leadearship has no effect. Strategic Leadearship and Visionary Leadearship have a positive effect on Transformational Leadearship in realizing Navy Officers who are ready to fight..

Strategic leadership, environmental optimisation, and regional innovation performance with the regional innovation system coupling synergy degree: evidence from China

ABSTRACT This study investigates the impact mechanism of the government’s strategic leadership (SL) and environmental optimisation (EO) on the improvement of regional innovation performance (RIP) under the effects of the regional innovation system coupling synergy degree (RISCSD). Based on the nonlinear threshold regression model, the coupling synergy model and entropy value method, the threshold regression analysis is conducted by calculating the RISCSD. The results indicate that: under the effect of the RISCSD, the SL, EO, and RIP have distinct single and double threshold effects. With the improvement of RISCSD, the influence of SL on RIP has changed from inhibition to promotion; while the promotion effect of EO on RIP shows an upward trend at first, and then slightly weakening. This paper provides relevant policy suggestions for local public administrations to enhance RIP.

The Influence of Strategic Leadership, Business Continuity Planning and Supply Chain Resilience on Organizational Performance: Instrument Validation

Managing supply chain disruption needs to be considered an important activity for organizations. Supply chain risk management implies identifying, assessing, monitoring, and evaluating the potential risks across all supply chain members. The process of risk management emphasizes the improvement of supply chain performance through designing appropriate strategies. To be more precise, the chief responsibility in supply chain risk management is to ensure quality performance during crises and disruptions. Hence, identifying and validating risk-relevant factors that leads to superior business performance is necessary. This study aims to validate the instrument to measure the impact of factors associated with business performance i.e., strategic leadership, business continuity planning, and resilience to disruption. This paper contributes to the literature by developing a comprehensive model that strengthens a firm’s resilience to disruption and leads to superior business performance.

Effect of Competitive Advantage on the Relationship between Strategic Leadership and Performance of International Non-Governmental Organizations in Kenya

In developing countries, International Non-Governmental Organizations (INGOs) have taken active and complementary roles in sustainable human development. Despite the role of INGOs in development, the issues of sustainability, availability of funds, and supportive leadership have remained a major challenge in developing countries. The concept of competitive advantage has been recognized as a central building block in strategic management and an important precedent to organizational performance. Competitive advantage is a deliberate effort by the organization to align its internal conditions and capabilities with changes in the external environment. This study sought to establish the mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya The study was anchored on strategic leadership theory, upper echelons theory and resource-based view theories. For methodology, descriptive cross-sectional survey design covering 277 respondents was adopted. Semi structured questionnaires were used to collect data. The study findings indicated that data collection tool/questionnaire was reliable as Cronbach alpha was greater than 0.7 for all variables. The results indicated a significant mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya. This means that the influence of strategic leadership on performance is indirect through competitive advantage. The study concluded that both competitive advantage and strategic leadership concurrently influence organizational performance positively. It is recommended that international non-governmental organization must be able to identify their competitive advantage. Keywords: Strategic Leadership, Competitive Advantage, Performance, International Non-Governmental Organizations & Kenya.

Influence of Strategic Internal Factors on Competitive Advantage of Commercial Banks in Nairobi County, Kenya

The objective of the study was to examine the influence of strategic internal factors on competitive advantage in commercial banks Nairobi County, Kenya. The specific objectives of the study were to: assess the influence of strategic planning on competitive advantage in commercial banks Nairobi County, Kenya; Find out the influence of strategic leadership on the competitive advantage in commercial banks Nairobi County, Kenya; Establish the influence of total quality management on competitive advantage in commercial banks Nairobi County, Kenya; Determine the influence of resource allocation on competitive advantage in commercial banks Nairobi County, Kenya. The study population was 86 (managers and deputies) of the commercial banks based within Nairobi County. The study adopted a descriptive research design and census was adopted to conduct the study. According to the regression model summary the correlation coefficient showed the relationship between the independent variables (strategic planning, strategic leadership, resource allocation and total quality management) and dependent variable (competitive advantage of commercial banks) and had a strong positive significant relationship. The practical implications of the study is that the research outcomes might assist regulatory bodies, policymakers and other financial institutions in their formulation of governance strategies to enhance performance of commercial banks. This study also provides a unique contribution to the literature of strategic internal factors and competitiveness of commercial banks in the emerging economies.

THE INFLUENCE OF STRATEGIC LEADERSHIP, ORGANIZATIONAL CULTURE, ORGANIZATIONAL COMMITMENT, AND LEARNING ORGANIZATION TOWARDS THE PERFORMANCE OF COOPERATION EDUCATIONAL UNIT SCHOOLS IN INDONESIA

The purpose of this research is to determine the influence of strategic leadership, organizational leadership, organizational culture, organizational commitment, and learning organization towards the performance of Cooperation Educational Unit (CEU) in Indonesia. The samples of this research are 101 CEUs of Senior High School level in Indonesia based on probability sampling, with simple random sampling method. Method of hypothesis testing uses Partial Least Square (PLS) to investigate the relationship of the variables by testing the validity, reliability, convergent validity, discriminant validity and use bootstrapping method to calculate the t-statistic. The results show that there is a significant influence of strategic leadership, organizational leadership, organizational culture, organizational commitment, and learning organization towards the performance of Cooperation Educational Unit (CEU) in Indonesia.

Management Support and Strategies Integration in County Governments in Kenya: A Case of County Government of Kirinyaga

County Governments are mandated to design development plans which are incorporated in the five-year strategic plans called County Integrated Development Plans. However, many of these programmes are never integrated into the county structures. Even the strategies that are implemented are only implemented through the goodwill of the existing leadership. They are rarely integrated into the County Government structure and systems. The main objective of the study was to establish the influence of management support on strategy integration in County Governments in Kenya. The study’s specific objectives were: To establish the influence of strategic leadership, resource allocation, capacity building and employee involvement on strategies integration in county governments in the County government of Kirinyaga. The study is anchored on three main theories which include McKinsey 7S Theory, Upper Echelon Theory and resource-based view theory. A descriptive study design was applied in the study. The target population in this research project was 277 employees in County Government of Kirinyaga. A sample of 164 respondents was selected but only 100 questionnaires were returned. Primary data was collected by use of questionnaires while secondary data was gathered through a review of the county government documents, published journals and articles. The Drop and pick method were used to administer the questionnaires. Descriptive statistics, regression and correlation analysis was conducted to draw conclusions on the findings. The results revealed a strong positive relationship between management support and Strategy Integration in the County as indicated by the coefficient (r = 0.872). The coefficient of determination (r 2 = 0.76) revealed that 76% of the changes in strategy integration can be explained by the changes in management support while 24% of the changes in management support can be explained by other factors beyond this study. Based on the Study findings, it was concluded that the level of strategy integration in the county government is highly dependent on the level of management support. Based on the research findings, the study recommended that County leadership should be focused on implementing the strategic goals as outlined in the County Integrated Development Plans without other political disruptions. To meet the goals enlisted in the County development plan, it is recommended that the county governments in Kenya should invest on capacity building to enhance the efficiency of their human resources, endeavor to adopt efficient strategic leadership and increase employee involvement in the planning and execution of the county development plan. Key Words: Management Support and Strategies Integration in County governments DOI: 10.7176/RJFA/11-18-17 Publication date: September 30 th 2020

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.

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 Influence of Strategic Leadership on Building Employees’ Entrepreneurial Orientation: A Field Study at the Jordanian Public Sector

The public sector in Jordan is confronting many problems; reports show that citizens are not contented with the number and quality of current services. Consequently; persistent initiatives to uphold the sector performance took place at all levels, relying on the inventive employees and leadership to achieve the intended improvement. So this study seeks to test the impact of strategic leadership (charismatic, visionary, change agent and servant) on building entrepreneurial orientation (proactiveness, innovativeness and risk taking) in Jordanian public sector employees.A random sample was selected of 500 employees working at health, education, agriculture and other service governmental organizations. To obtain the required results multiple regression was calculated using (21) SPSS version.It was found that the charismatic, change agent, servant styles positively influence employees proaciveness, with no influence on the other two entrepreneurship dimensions. While visionary style has no significant influence on all entrepreneurship dimensions. However the public sector reform is achievable, through comprehensive strategies, successful implementation, and effective continuous control. Innovative departments need to be established and financed away from bureaucratic environments.

Influence of Strategic Leadership on Implementation of Tactical Decisions in Public Universities in Kenya

Influence of Strategic Leadership on Implementation of Tactical Decisions in Public Universities in Kenya

A Study on the Influence of Strategic Leadership, Integration Strategy on Performance after M&A -Focused on the Case of LG Chem's M&A-

M&A is an important strategic decision made to ensure the competitiveness of companies and cases of M&A have been increasing in recent years. But the success of an M&A is not assured. In order to succeed, there should first be a well managed strategic leadership by the CEO and an integration strategy. Companies need also to overcome the resistance to change among members. A successful example of an M&A is that of LG Chem and Hyundai Petrochemical. By using this M&A as a case study, the influence of the CEO's Strategic Leadership, and the Integration Strategy on Resistance, Acceptance and Performance were assessed. For this study, research was conducted on CEO Strategic Leadership and Integration Strategy before members of LG Chem (DAESAN PLANT) were interviewed on the M&A's implementation by LG Chem's HR staff, management and members. The results show that CEO strategic leadership and the integration strategy are major change drivers and that they are important to the early stabilization of M&A companies. Finally, suggestions are made as to how such success may be replicated for other companies undergoing M&A in the future.