Strategic Leadership Research Articles

Reducing Technical Debt through Strategic Leadership in Retail Technology Systems

In the fast-paced and highly competitive landscape of retail, the management of technical debt has become a critical challenge for organizations striving to maintain robust and scalable technology systems. Technical debt, the accumulated cost of prioritizing quick fixes or suboptimal solutions over more sustainable and efficient options, can significantly hinder an organization's ability to innovate, adapt, and grow. This paper explores the role of strategic leadership in effectively reducing technical debt within retail technology systems. By examining key leadership strategies, such as fostering a culture of continuous improvement, investing in long-term technology planning, and emphasizing cross-functional collaboration, the paper highlights how retail organizations can systematically address and mitigate technical debt. Strategic leadership in the retail sector involves a comprehensive understanding of both business and technological imperatives. Leaders must recognize the implications of technical debt not only in terms of immediate financial costs but also in the broader context of business agility, customer experience, and competitive advantage. The paper emphasizes the need for leaders to adopt a proactive approach, prioritizing technical debt reduction as a strategic objective that aligns with the organization's overall goals. One of the central arguments of the paper is that effective technical debt management requires a shift from reactive to proactive leadership. This involves anticipating potential issues, encouraging innovation, and making informed decisions that balance short-term gains with long-term sustainability. The paper discusses various leadership practices that contribute to this shift, including the implementation of robust governance frameworks, the adoption of agile methodologies, and the promotion of a learning-oriented organizational culture.

Reducing Technical Debt through Strategic Leadership in Retail Technology Systems

In the fast-paced and highly competitive landscape of retail, the management of technical debt has become a critical challenge for organizations striving to maintain robust and scalable technology systems. Technical debt, the accumulated cost of prioritizing quick fixes or suboptimal solutions over more sustainable and efficient options, can significantly hinder an organization's ability to innovate, adapt, and grow. This paper explores the role of strategic leadership in effectively reducing technical debt within retail technology systems. By examining key leadership strategies, such as fostering a culture of continuous improvement, investing in long-term technology planning, and emphasizing cross-functional collaboration, the paper highlights how retail organizations can systematically address and mitigate technical debt.Strategic leadership in the retail sector involves a comprehensive understanding of both business and technological imperatives. Leaders must recognize the implications of technical debt not only in terms of immediate financial costs but also in the broader context of business agility, customer experience, and competitive advantage. The paper emphasizes the need for leaders to adopt a proactive approach, prioritizing technical debt reduction as a strategic objective that aligns with the organization's overall goals.One of the central arguments of the paper is that effective technical debt management requires a shift from reactive to proactive leadership.

Effect of Strategic Leadership on Organizational Performance of Universities in Kenya

Purpose: The performance of universities in Kenya holds paramount importance due to their significant role in driving socio-economic development. These universities have to continually teach students and prepare them adequately for the job market and economic and social development. The study sought to establish the effect of strategic leadership on organizational performance of universities in Kenya. The study was guided by strategic leadership theory. Methodology: The research design for the study was descriptive. The population of the study was the 77 universities in Kenya, with the target population being 6 universities out of the 77, including 3 public and 3 private universities. This was a census study as the population was small and easily reachable. The study used mixed methods in data collection. Structured questionnaires were issued to the heads of departments, and interviews were conducted with the deans of students of the universities. A pilot study was conducted at Egerton University. Descriptive statistics were applied to the quantitative data, and correlation results were used to test the hypothesis. To evaluate the reliability of the data collection instruments, Cronbach's Alpha coefficient was calculated. Results: The Pearson correlation coefficient for strategic leadership was r=0.764** at p< 0.000. The results indicated a strong positive correlation between strategic leadership and organizational performance of universities in Kenya. Therefore, organizational performance significantly affects organizational performance, hence the null hypothesis is rejected. Conclusion and Recommendations: This study observed that a clear vision and direction for the organization's future and strategic planning enhances performance and contributes to effective decision-making processes that positively influence organizational outcomes. Additionally, a leadership that effectively communicates and aligns employees with the overall strategy and goals promotes an environment of adaptability and innovation. Ministry of Education, specifically the Department of Higher Education, should develop appropriate strategies and guidelines to amplify the performance of universities. The ministry, through the Commission for higher education, may enact the recommendations of the study to enhance performance of universities.

Scalable Microservices Architecture: Leadership Approaches for High-Performance Retail Systems

The rapid evolution of retail systems in the digital age necessitates the adoption of scalable microservices architectures to meet the demands of high-performance and responsive platforms. As the retail sector increasingly relies on technology to drive customer engagement, operational efficiency, and competitive advantage, the role of leadership in designing and implementing scalable microservices architectures becomes critical. This paper explores leadership approaches that are essential for guiding the successful deployment of microservices in high-performance retail systems. The shift from monolithic to microservices architectures represents a fundamental change in how retail systems are built and maintained. Microservices, characterized by their modularity, independence, and scalability, offer significant advantages over traditional monolithic architectures, particularly in handling the dynamic demands of modern retail environments. However, the successful implementation of microservices requires more than just technical expertise; it demands strategic leadership that understands the complexities of system design, cross-functional collaboration, and long-term maintenance.

Fast vs. slow rhythms: balancing human resource change and corporate strategic development in tourism firms

ABSTRACT Due to the dynamic and complex environment in which tourism firms operate, it can be challenging to align the pace of human resource change with corporate strategic development. In this study, we introduce strategic rhythm theory to explore the antecedents of strategic human resource management from a temporal perspective. We construct an innovative theoretical framework categorising strategic rhythms into market and non-market types to elucidate how these rhythms influence the evolutionary process of strategic human resource management within tourism firms. Based on a longitudinal case study, our findings indicate that aligning strategic development with human resource change is a non-linear, sequential, and dynamic process. Both non-market and market strategic rhythms exhibit an entrainment mechanism, achieving an intermittent fit between strategic development and human resource change through optimisation and complementary functions. Furthermore, this study deconstructs the process by which strategic rhythm drives strategic human resources, summarising three action logics: strategic follow-up, strategic leadership, and strategic lag. It also identifies the states of rhythmic systems into three stages: arrhythmia, polyrhythmic coordination, and eurhythmia. This study extends the scope of strategic human resource management by showing how tourism firms can achieve strategic fit, offering practical value to help them leverage strengths to thrive.

Assessment of Knowledge Management Strategies on the Performance of Kenya Marine and Fisheries Research Institute

Purpose: The study assessed knowledge management strategies on the performance of Kenya Marine and Fisheries Research Institute. The study objectives were to determine how knowledge acquisition, sharing, storage and expertise (Technology) influenced the performance of Kenya Marine and Fisheries Research Institute. Methodology: Since the study involved gathering of quantitative and qualitative data, it adopted mixed method approach. The study employed a descriptive survey research design, this was due to the prediction of knowledge management strategies and the performance Kenya Marine and Fisheries Research Institute, in the analysis of different trends, and the formulation of hypotheses that directs future actions. The target population was 168 employees from the Kenya Marine and Fisheries Research Institute. The researcher sampled 118 respondents using Yamane formula (2007) formula, by doing so, the chance of bias in participant selection was reduced and the sample was guaranteed to be representative of the whole population. Data was analyzed using descriptive statistics in the form of means, percentages, and frequencies with the help of Statistical Package for Social Sciences v25 (SPSS V25) software. Findings: Results were displayed in form of pie chart and tables from which inferences and conclusions were drawn. The findings of the study revealed that knowledge sharing had the most significant influence on the performance of Kenya Marine and Fisheries Research Institute while knowledge acquisition had the least influence. The research finally concluded that knowledge management strategies had a significant effect on the performance of Kenya Marine and Fisheries Research Institute. Unique Contribution to Theory, Policy and Practice: The study will serve as a resource for researchers and academicians pursuing related research thus contributing to the body of knowledge. The study will be helpful to KMFRI management as it will provide documentation of the strategic leadership role in the implementation of knowledge management strategies thus contributing to identification of areas in which its strategic leadership needs to be strengthened in order to perform better. This study is vibrant in the creation of policies. Policy makers and implementers in the public sector can find this study useful for understanding the stages and analytical processes involved in developing and putting into practice knowledge management plans. In order to ensure that the strategic direction is accomplished and performance is improved, it will enlighten areas that need to be clarified and redefined. Significant contribution to the society will be through generating new knowledge in particular through challenging existing theories and ideas.

TOP MANAGEMENT ROLE IN ENSURING SUSTAINABLE SUPPLY CHAIN MANAGEMENT PRACTICES: EXPLORATORY REVIEW OF LITERATURE

Purpose: Top management plays a crucial role in implementing Sustainable Supply Chain Management (SSCM) practices, especially in developing countries, by driving performance, securing resources, and promoting necessary changes. This study explores how top management's commitment and strategic leadership impact SSCM adoption and implementation in developing countries like Ghana, where SSCM adoption rates are low and empirical research is lacking. Method: Using a qualitative research design and a systematic literature review from the SCOPUS database, the study analyzes peer-reviewed studies from 2010 onwards. Results and Conclusion: Findings reveal that top management's commitment to sustainability fosters organizational responsibility, innovation, and compliance with ethical standards, encouraging proactive approaches to opportunities, market adaptation, and green practices. Research Implication: These insights provide practical recommendations for improving performance, building trust, and achieving sustainable development goals, contributing significantly to the understanding of SSCM practices and their positive impact on organizational performance. Originality/Value: By leveraging empirical work this study builds analytical patterns on issues that relate with management roles and sustainable supply chain management. The standardized assessment of the issues provides a trustworthy result as this study does not entirely rely on the exclusive opinion of the researchers but is based on standard deduction of the role of managers in ensuring the adoption of sustainable supply chain management within industries.

Stakeholder Perspectives on the Governance and Accountability of Nigeria's Basic Healthcare Provision Fund.

In recent decades, Nigeria has implemented a number of health financing reforms, yet progress toward Universal Health Coverage (UHC) has remained slow. In particular, the introduction of the Basic Health Care Provision Fund (BHCPF) through the National Health Act of 2014 sought to increase coverage of basic health services in Nigeria. However, recent studies have shown that health financing schemes like the BHCPF in Nigeria are suboptimal and have frequently attributed this to weak accountability and governance of the schemes. However, little is known about accountability and governance of health financing in Nigeria, particularly from the perspective of key actors within the system. This study explores perceptions around governance and accountability through qualitative, in-depth interviews with key BHCPF actors including high-level government officers, academics and Civil Society Organisations. Thematic analysis of the findings reveals broad views among respondents that financial processes are appropriately ring-fenced, and that financial mismanagement is not the most pressing accountability gap. Importantly, respondents report that accountability processes are unclear and weak in subnational service delivery, and cite low utilisation, implicit priority-setting, and poor quality as issues. To accelerate UHC progress, the accountability framework must be redesigned to include greater strategic participation and leadership from subnational governments.

Environmental, Social, and Governance-Based Artificial Intelligence Governance: Digitalizing Firms’ Leadership and Human Resources Management

The integration of artificial intelligence (AI) with environmental, social, and governance (ESG) factors is impacting the direction of enterprises and society in our swiftly expanding world. This collaboration has significant potential to tackle critical issues such as reducing the impact of climate change, fostering social integration, and improving corporate governance. Nevertheless, the implementation of AI gives rise to intricate matters and apprehensions, as it brings out a distinct array of hazards and ethical quandaries for ESG performance. The objective of the present research is to fill this gap by gathering and offering a contemporary evaluation of the influence of advancing technologies on the strategic leadership’s role in fulfilling the business goal within the context of ESG considerations. We used bibliometric analysis to investigate the study subject using R Studio version 4.2.0 and the bibliometric applications VOSviewer version 1.6.20 and Biblioshiny version 4.2.0. We obtained data from the Scopus database and used the PRISMA approach to suitably choose 205 research publications. The results suggest that it is essential to use AI and ESG to digitize the boardroom. Additionally, it is crucial to guarantee its security using an advanced detection system. Therefore, chief executive officers (CEOs) must give priority to the issues of transparency and cybersecurity to reduce risks and successfully inspire trust in business activities.

Impact of Strategic Leadership Styles on Organizational Performance in Canada

Impact of Strategic Leadership Styles on Organizational Performance in Canada

Impact of the COVID-19 pandemic on electronic referrals to rapid access clinics for suspected breast, lung and prostate cancers in Ireland.

The coronavirus disease 2019 (COVID-19) pandemic impacted cancer services worldwide. We examined the effect of the first three pandemic waves on the number of electronic (e)-referrals to rapid access clinics (RACs) for breast, lung and prostate cancer in Ireland. This study used a retrospective, repeated cross-sectional design. The predicted weekly number of e-referrals by suspected cancer types from March 2020 to May 2021 was calculated using the Holt-Winters seasonal smoothing method, based on the observed numbers from a representative pre-pandemic period (01 January 2019 to 01 March 2020) and compared this with the observed number across the first three pandemic waves (02 March 2020 to 09 May 2021). Percentage differences were calculated between observed and predicted numbers of e-referrals for the three RACs and patterns were examined in each wave. Observed e-referrals were lower than predicted for all three RACs in the first wave of the pandemic (15.7% lower for breast, 39.5% lower for lung and 28.1% lower for prostate) with varying levels of recovery in the second and third waves for the three e-referral types. The COVID-19 pandemic impacted patterns of e-referrals to RACs in the first three pandemic waves in Ireland. Early identification of changes in engagement with health services, such as a decrease in primary care presentations with a resultant decrease in e-referrals to RACs can allow for a rapid response from cancer control programmes. Continued surveillance of the impact of service disruption on cancer services allows policy makers and strategic leaders in cancer control programmes to respond rapidly to mitigate the impact on cancer outcomes.

The Strategic HR Leader: Driving Organizational Success Through People Management

This study examines the impact of Strategic HR Leadership and People Management on Organizational Success at PT. Garuda Indonesia (Persero) Tbk, with a focus on the mediating role of Employee Performance. Utilizing a quantitative research design, data was collected from 85 employees using random sampling and analyzed with SmartPLS. The results reveal that Strategic HR Leadership has a significant positive effect on both Employee Performance and Organizational Success, indicating that effective strategic HR leadership enhances organizational success by improving employee performance. Similarly, People Management positively influences Employee Performance, which in turn contributes to Organizational Success. Although the direct effect of People Management on Organizational Success was not significant, its indirect effect through Employee Performance was notable. These findings underscore the importance of strategic HR practices and effective people management in achieving organizational success. The study provides actionable insights for enhancing HR strategies to foster a high-performing workforce and improve overall organizational outcomes.

Democratising futures, reinvigorating democracy? Participatory futures as a tool for citizen voice and influence in local decision-making

Purpose In recent years, democracies across Europe have been challenged in ways this paper has not witnessed on such a scale for generations. It is therefore unsurprising that innovations within democracy are emerging, particularly in terms of participatory and deliberative practices. Focusing specifically on local democracy and decision-making, this paper aims to examine ways of democratising future studies as a means of enhancing citizen participation in democracy. Design/methodology/approach The paper draws upon the growing body of work under the umbrella term of “participatory futures” as a way of contextualising and critiquing the “real-world” application and empirical testing of methods within this field by local municipalities. Findings It identifies the importance of supporting the development of futures literacy in citizens, public administration officials and political and strategic leaders. The paper demonstrates how broadening the application of existing foresight techniques through their confluence with participatory action research (PAR) principles can create spaces that reignite people’s social imagination. This in turn enables citizens and those working in local municipalities to engage in dialogue about the future. Originality/value The paper examines the results of a PAR study, in which innovative participatory future methods were tested as tools for enhancing citizen involvement in local decision-making. Through this, it outlines how foresight practices can be democratised, supporting local democracy to thrive, and identifies future research and practice directions within the field.

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 Effect of Strategic Leadership and Environmental Management on Firm Performance Mediated by Competitive Advantage in The Mining Industry

The Effect of Strategic Leadership and Environmental Management on Firm Performance Mediated by Competitive Advantage in The Mining Industry

Change management through strategic leadership: the mediating effect of knowledge management in public organizations, Ethiopia

The purpose of this study is to investigate the effects of strategic leadership on change management within public organizations, mediated by knowledge management. In this study, an explanatory design and a quantitative approach were employed. A structured questionnaire survey was administered to 366 randomly selected respondents from public organizations in northwest Ethiopia. The reliability and validity of the scale items were rigorously assessed, and the data were analyzed using partial least squares structural equation modeling. The findings reveal the direct effects of strategic leadership and knowledge management on change management, with knowledge management partially mediating the relationship between strategic leadership and change management. The study addresses a significant gap in the literature by shedding light on how strategic leadership drives change in public organizations. Its interdisciplinary approach and examination of mediation offer original insights, paving the way for future studies on challenges within public service contexts. Recommendations underscore the importance of considering local context, embracing adaptive leadership, and integrating knowledge processes for effective change management in public organizations.

Strategic Semiconductor Leadership: Securing U.S. Economic and National Defense Resilience in the 21st Century

Strategic Semiconductor Leadership: Securing U.S. Economic and National Defense Resilience in the 21st Century

Going Global and University Competitiveness: Skill set for strategic leadership

The terms “globalisation” and “internationalisation” of university have received a lot attention worldwide. Yet, being internationally visible does not mean that the university is properly internationalised. A university requires capacity to harnessing the power of strategic partnership and attracting renowned intellectuals to attain the global status and international appeal. University leadership must foster a holistic ecosystem in addressing community issues in line with SDGs. An integrative analytical framework for the strategic leadership combining three different areas of research: job related competencies, interpersonal competencies, and personal competencies is proposed, juxtaposing two dimensions – value and uniqueness – revealing different forms of university’s leadership.

The Corporate Chief of Staff: Strategic Leadership Influence From Outside the Spotlight

For decades, scholars of strategic leadership have explored the degree to which senior executives and the team of top managers influence firm outcomes. However, one growing quasi-executive role in corporate settings, the chief of staff (COS), has been almost entirely ignored. Our paper presents a novel, foundational exploration of the COS role, including primary job functions and challenges, characteristics and backgrounds of incumbents, and relevance for strategic leadership and upper echelons theory. We synthesize three original sources of data — 2,500 LinkedIn COS profiles, surveys of 108 COSs, and in-depth interviews of 13 current and former COSs — to identify COS tasks and functions that interface with and influence the CEO, the top management team (TMT), and the broader organization. Though not typically considered a member of the TMT, we find compelling evidence for their ‘behind the scenes’ relevance to strategic leadership processes and outcomes. We then lay out a future research agenda comprising four domains: COS influence on CEO attention and psychological states, COS influence on TMT and organizational processes and outcomes, characteristics and conditions of organizations with a COS, and long-term career trajectories of COSs.

Strategic Leadership, Digital Transformation and the Fourth Industrial Revolution: A Clarion Call

Strategic Leadership, Digital Transformation and the Fourth Industrial Revolution: A Clarion Call