Strategic Leadership Research Articles

Leadership in the metaverse: Building and integrating digital capabilities

To master a digital technology such as the metaverse, firms have to build and integrate new capabilities, while leaders have to comprehend the strategic factors ensuring this technology will translate into business success. Through a multiple-case study enriched by interviews with prominent experts in the field, we explore (1) how firms can build and integrate digital and organizational capabilities, and (2) what strategic factors leaders should consider as they develop digital business in the metaverse. Our results reveal that capabilities aimed at managing digital assets and at managing organizational factors are built and integrated through two specific mechanisms: organizational change and innovation ecosystems. Furthermore, we offer a three-stage roadmap and a leadership profile to assist with the metaverse transition. The findings enrich theoretical knowledge on the emerging topic of digital business in the metaverse.

Strategic Direction and Organizational Performance in Government-Sponsored Youth Empowerment Organizations in Kenya

Purpose: Government-sponsored Youth Empowerment organisations (GSYEOs) are designed to skill, prepare, and empower the youths toward poverty eradication, formal employment, and self-reliance. However, poverty and unemployment among the youths in Kenya seem to be on an onward trajectory, and yet scarce research has been conducted on the influence of strategic direction on the performance of GSYEOs. This study examines the influence of strategic direction and the performance of GSYEOs in Kenya, which is anchored on strategic leadership theory and measured using the Balance Score Card framework. Design/Methodology/Approach: A descriptive research design was utilized and a random sample of five GSYEOs with a total population of 1089 employees was adopted, and a sample of 109 was derived. Correlation analysis results show that strategic leadership and organisational performance were positively and significantly correlated (r=0.661; P-value <0.05). Results from simple linear regression showed that 43.6% was a good fit for the organisational performance (R squared =0.436, R= 0.661). Implications/Originality/Value: The study recommends that GSYEO’s leadership encourage strategic direction implementation through adequate budget allocation.

Examining Green Transformation In Nepalese Human Resource Management Practices

Purpose: This study examines the variables influencing the implementation of environmentally friendly practices in organizations and to examinining the relationships between green transformational leadership, personal moral principles, green management of human resources, green commitment, with employee green behavior.
 Methodology: The study used a descriptive and causal research approach. The study used primary data with a questionnaire based on stratified random sampling techiniques, collected from a sample of 393 respondents consisting of employed personnel from both public and private sectors, encompassing banking and non-banking and college campuses. The study used Pearson’s correlation and regression analysis method to analyze data using the SPSS tool.
 Findings and Conclusion: The study reveals a signicant relationship of personal moral norms (0.800), green human resource management (0.749), green transformational leadership (.815), green commitment (.810) with employees green behaviour. These factors account for essential differences in employees’ involvement in environmentally conscious actions. The regression analysis determines the significant predictive capability of these parameters with green commitment being particularly prominent.
 Implications: These findings emphasize the solid empirical evidence of the study’s results, establishing a quantitative basis for the interrelatedness of personal beliefs, organizational practices, leadership styles, and employee participation in environmentally sustainable behaviors. The practical implications for organizations are enhanced by including quantitative evidence, highlighting the importance of dedication and strategic leadership in achieving long-lasting effects on a sustainable workplace. Further research in green behavior is essential, and the qualitative observation method is recommended for future researchers.

Human Resource Development and Organisational Performance in Government-Sponsored Youth Empowerment Organizations in Kenya

Purpose: Government-sponsored Youth Empowerment organisations (GSYEOs) are designed to skill, prepare, and empower the youths toward poverty eradication, formal employment, and self-reliance. However, poverty and unemployment among the youths in Kenya seem to be on an onward trajectory. Yet, scarce research has been conducted on the influence of strategic direction on the performance of GSYEOs. This study examines the influence of strategic direction and the performance of GSYEOs in Kenya, which is anchored on strategic leadership theory and measured using the Balance Score Card framework. Design/Methodology/Approach: A descriptive research design was utilised, a random sample of five GSYEOs with a total population of 1089 employees was adopted, and a sample of 109 was derived. Simple analysis results show that the relationship between organisational performance and Human Resource Development is statistically significant as (p<0.05), 65.0% of the variation in the organisational performance can be explained by the regression model (R2=0.65, ΔR2=0.644, F(1,64) =118.748, P<0.05). Results showed that that 65% was a good fit for the organisational performance. Implications/Originality/Value: The study recommends that the Government of Kenya allocate and prioritise funding for capacity building in Government-Sponsored Youth Empowerment Organizations.

The role of project management and strategic leadership in enhancing the investment for local and international businesses

This study aimed to analyse the role of project management and strategic leadership in enhancing the investment for local and international businesses. To achieve this purpose, the researcher conducted semi-structured interviews with managers and professionals from different companies based in the UAE. The qualitative data was then evaluated using the thematic analysis so that a more focused and specific explanation of the study's findings could be made. According to the findings, businesses face increasingly severe competition for acquiring investments amidst rapid globalisation. One of the most essential variables in a company's ability to support development, innovation, and competitiveness is its ability to attract and maximise investment. This article indulges in a more in-depth investigation of how strategic leadership and project management interact to ensure long-term profitability for businesses, either in a local or international context and make the process of attracting investment easier. Businesses can be able to acquire enhanced investments provided that they recognise the need for strategic leadership and project management and develop effective plans so that their investments can result in long-term growth, new ideas, and a competitive advantage in the modern economy.

Strategic human resource management for sustainability in creative industries: A review and framework proposal

Strategic Human Resource Management (SHRM) has emerged as a critical approach for fostering sustainability within the dynamic landscape of creative industries. This review presents a comprehensive review of existing literature on SHRM in the context of creative industries, culminating in a proposed framework aimed at enhancing sustainability in these sectors. The review begins by examining the unique challenges faced by creative industries, characterized by rapid technological advancements, evolving consumer preferences, and intense competition. In this context, traditional HRM approaches are often insufficient, necessitating a strategic alignment between HR practices and organizational objectives to ensure long-term viability. Key themes identified in the literature review include talent management, organizational culture, employee engagement, and leadership development. Effective talent management strategies are crucial for attracting, retaining, and developing skilled individuals who drive innovation and creativity within creative firms. Furthermore, fostering a supportive organizational culture that values diversity, collaboration, and experimentation is vital for promoting sustainability in these industries. Employee engagement emerges as a critical factor influencing organizational performance and resilience, particularly in creative environments where intrinsic motivation plays a significant role. Moreover, leadership development programs tailored to the unique needs of creative professionals can empower individuals to navigate uncertainty and drive strategic initiatives that contribute to organizational sustainability. Building upon these insights, this review proposes a framework for SHRM in creative industries, integrating strategic planning, talent management, culture development, and leadership practices. The framework emphasizes the alignment between HR strategies and business goals, emphasizing the importance of agility, innovation, and adaptability in response to dynamic market conditions. Strategic Human Resource Management plays a pivotal role in enhancing sustainability within creative industries by fostering a culture of innovation, empowering employees, and cultivating leadership capabilities. The proposed framework provides a roadmap for organizations seeking to navigate the complexities of the creative landscape while maximizing long-term success and resilience.

The relationship between strategic consensus and entrepreneurial orientation by mediating strategic leadership: An Analytical study in the Directorate for the Protection of Embassies and Diplomatic Missions

The objective of this study was to examine the influence of strategic consensus, encompassing dimensions of communication, transparency, and empowerment, on entrepreneurial orientation. Furthermore, it aimed to investigate the role of strategic leadership as a mediating variable in the relationship between strategic consensus and entrepreneurial orientation. The study addressed this issue through various theoretical and practical inquiries formulated based on the current circumstances of Iraqi organizations. The Directorate of Embassy Protection and Diplomats in Baghdad was selected, representing 94% of the total study population. The sample comprised 190 officers, with 170 questionnaires returned after distribution. Following encoding, 20 incomplete questionnaires were excluded, resulting in 160 valid responses. Statistical analysis revealed a significant and meaningful relationship between strategic consensus, strategic leadership, and entrepreneurial orientation, as demonstrated by hypothesis testing.

Основные подходы к финансовым и институциональным условиям возникновения научно-образовательных консорциумов

Currently, scientific and educational consortia are becoming increasingly popular forms of collective action in the field of science and education. They are turning from static structures into dynamic communities that have a high degree of flexibility and are able to quickly respond to new challenges and trends. Consortia bring together universities, research centers, companies and other organizations in order to jointly perform scientific and educational tasks, exchange information and resources. Using their capabilities, such groups can achieve great results that are not available to one person or one organization. In science and education, various models of cooperation are used, which contribute to the creation of scientific and educational consortia. By a decree of the Russian government dated May 13, 2021, the Priority 2030 Strategic Academic Leadership program was adopted, which is aimed at supporting universities and stimulating their participation in achieving the national development goals of the country. Consortia are an important mechanism for the implementation of this program. The strategic academic Leadership program "Priority 2030" has become an important incentive for the development of consortia in the field of education and increased funding for universities. According to the data of form VPO-2, reviewed in this article, there has been an increase in the volume of cash receipts since 2021. The analysis of the main advantages of Scientific and Educational consortia shows that consortia allow solving complex tasks that are inaccessible to one scientist or educational institution. In addition, consortia ensure efficient use of resources, which is especially important in conditions of limited budgets.

Impact of Critical Success Factors on International ISO Accreditation for the Botswana Public Health Laboratories

The purpose of this study is to identify critical success factors and their impact on implementation of quality management system at selected Public Health Laboratories in Botswana. The study population was from the targeted seven accredited Public Health Laboratories in Botswana. Data on critical success factors was collected using a questionnaire. The questions were based on the critical success factors for implementation of total quality management identified during the literature review. Ten Critical Success Factors for successful implementation of the quality management system were rated by a group of questions using a five point Likert scale method. The 5-point Likert scale includes the items: strongly agree, agree, neutral, disagree, and strongly disagree. Strongly agree was assigned a score of 5, agree is assigned a score of 4, neutral is assigned a score of 3, disagree is assigned a score of 2 and strongly disagree a score of 1. The mean of the assigned ratings is 3.0. Critical success factors which score mean greater than 3.0 will be classified as agree while those mean less than 3.0 will be classified as disagree. All the ten critical success factors had a mean above of 3.0, with a range of 4.77 to 3.57. All the ten success factors were deemed critical; Employee empowerment Strategic quality planning, Process management, Performance management, Quality culture, Management and leadership, Training, Supplier Management, Customer focus, Information analysis.

The impact of middle managers' digital leadership on employee work engagement.

In the rapidly evolving digital landscape, the role of middle managers in organizational structures and processes is increasingly pivotal. Positioned at the nexus of strategic directives and operational execution, they play an important role in driving digital transformation. This study discusses the under examined domain of middle managers' digital leadership and its impact on employee work engagement in the context of digital transformation. Drawing on Social Exchange Theory, this study investigates the influence of middle managers' digital leadership on employee work engagement through the analysis of survey data from 559 respondents across 11 listed companies in Southwest China. It examines the roles of employee empowerment and affective commitment as pivotal mediating variables and investigates the moderating effect of emotional intelligence in these relationships. The study aims to elucidate the mechanisms by which middle managers' digital leadership fosters employee work engagement, highlighting the importance of emotional intelligence, empowerment, and affective commitment in this process. The study reveals that middle managers' digital leadership has a significant positive impact on employee work engagement. Employee empowerment and affective commitment serve as mediating factors in the relationship between middle managers' digital leadership and employee work engagement. Emotional intelligence moderates the effect of middle managers' digital leadership on employee empowerment. Meanwhile, emotional intelligence further moderates the chain mediating of employee empowerment and affective commitment between middle managers' digital leadership and employees' work engagement. This research offers valuable insights into the dynamics of leadership and engagement in the digital era, emphasizing the need for organizations to foster digital leadership capabilities in middle management. It provides practical implications for enhancing employee work engagement through strategic digital leadership, emphasizing the role of employee empowerment, affective commitment and emotional intelligence in adapting to digital transformation.

Adapting to discontinuous technological change from the perspective of knowledge management: a case study from the lighting industry in Lin’an, China

PurposeThis study aims to answer the question of how incumbent firms cultivate dynamic capabilities through knowledge management so that they can efficiently adapt to the changing external environment.Design/methodology/approachThis study adopts a case study approach and collects data through interviews and secondary public information on the lighting industry and two lighting firms in Lin'an, China. It qualitatively examines the challenges and strategic recommendations for incumbent firms in the context of discontinuous technological change from a knowledge management perspective.FindingsIncumbent firms often face a variety of challenges when responding to discontinuous technological change. These challenges include identifying opportunities, overcoming path dependence and dealing with employee resistance to change. To overcome these difficulties, three strategies have been proposed to enhance the dynamic capabilities of incumbent firms through knowledge management: cross-border search helps firms improve their knowledge acquisition capabilities and better understand their environment to identify opportunities; building strategic leadership overcomes path dependence and improves knowledge integration capabilities; organizational learning deepens employees’ understanding of change and enhances organizational knowledge application capabilities.Research limitations/implicationsPrevious research attributes a firm's ability to cope with discontinuous technological change solely to its general resources, which weakens the importance of knowledge management in this context. This study emphasizes the importance of knowledge as a crucial strategic resource in developing the essential dynamic capabilities for incumbent firms to cope with discontinuous technological change.Practical implicationsThis study provides an in-depth analysis of incumbent firms' coping strategies in the new context of discontinuous technological change and further promotes cross-disciplinary research.Originality/valueThis study provides an in-depth analysis of coping strategies in the new context of discontinuous technological change, furthermore theoretically advancing the interdisciplinary research of firm transformation and knowledge management. Meanwhile, it is crucial to identify the preconditions for cultivating dynamic capabilities, especially from a knowledge-based view, which enhances the depth of knowledge management research.

Navigating academic excellence: Understanding how university vision impacts staff effectiveness

Vision statements are seen as important factors that come before the development of strategies. They excel at encapsulating the strategic direction of a company, clearly defining its scope, boundaries, and the process of creating value. Vision statements function as comprehensive frameworks that guide the development of several strategic elements, including mission, strategic capabilities, strategic intent, objectives, goals, core values, standards of behavior, and business models. However, research on this subject remains scanty, particularly within academia. Therefore, this study examined the impact of university vision on staff effectiveness, building on transformational leadership theory and strategic leadership theory. The study adopted a positivist research philosophy. The research employed a cross-sectional study design. This study employed a descriptive research design. Questionnaires were devised by the researcher to collect data from a randomly selected group of 186 academic personnel from the four colleges in a private university using stratified sampling. The data obtained was subject to validity checks using composite reliability, the average variance extracted (AVE) estimate, and the Cronbach Alpha coefficient. The findings reveal that the vision of the university had a significant but weak impact on the effectiveness of staff. Based on the findings and conclusions, the study suggests that the university’s organizational vision should be consistently improved and effectively conveyed to staff members to direct their efforts toward achieving the university’s vision.

Formation of a polypositional team in the conditions of continuing advanced education

Introduction. In the conditions of transformational changes in the higher education system, focused on building a nationally oriented education and ensuring technological and ideological sovereignty of the Russian Federation, one of the basic requirements is the creation of new models of human resource development management and the design of team-distributed work of an educational organization, including the processes of reprogramming, rethinking the results of professional activity to achieve leadership positions of professorships.-the teaching staff of the university.The authors of the article attempt to present a managerial mechanism for the formation of a polypositional team of organizational changes in the conditions of the formation of a new strategy for the development of a pedagogical university with the application of the theory of self-learning organization as a methodological framework for designing the content of cross-functional teams in business education. Based on the analysis of this theory of team building in the organization, the philosophy and essence of the reflexive management mechanism aimed at establishing the position of strategic leadership and achieving results due to the transfunctional (synergetic) effect in situations of uncertainty and multitasking are revealed.The article discusses the mechanisms of forming a polypositional team as a universal network resource for co-organizing positions within the framework of managing the development of a system of continuous advanced pedagogical education and experimental testing of the results of the federal innovation area of the Ministry of Higher Education and Science of the Russian Federation "Network project for training mentors for development" (2022-2027).The аim of the article is determined by the need to present a new organizational and managerial format, the essence of which is to create an educational space for the co-organization of subjects of continuous advanced education, including network design zones: problem, information, design and organizational activity zone (broadcasting and scaling results and experience). The designated organizational format sets the ways and meanings of the formation of a new professional position of the project participants in the preparation of a mentor for development.Materials and Methods. The development of a mechanism for the formation of a polypositional team as a team of professionals - leaders of organizational change is based on the methodology used in business education when managing a team–building system under the leadership of leaders of change, on an interdisciplinary methodology for creating a self-learning organization and on the principles of a convergent approach. At the initial stage, the project participants were offered two methods used to assess the transformational leadership of the organization's leaders, namely: a scale of self-assessment of innovative personality qualities (N.M. Lebedev, A.N. Tatarko) and a test for assessing managerial (managerial) style of behavior (I. Adizes method).Results. A management mechanism for the formation of a polypositional team in the conditions of continuous advanced education has been developed, a methodology for the organization of network design and diagnostics of leadership and innovative personality qualities of the leaders of a network project for the training of a mentor for development has been defined, and positions at the stages of event meetings within the framework of a project experiment of the federal innovation platform of the Ministry of Higher Education have been identified and Science of the Russian Federation "A network project for training mentors for development", that allowed us to substantiate the hypothesis about the effectiveness of the developed conditions for the transformation of the pedagogical profile university and its leading position in the system of regional education and Russian as a whole.Discussion and Conclusions. The degree of novelty of the research results is determined by the authors in two interrelated aspects. The fundamental novelty is represented by a set of provisions and ideas in the proposed universal mechanism for the formation of a polypositional code in the context of the theory of self-learning organization and the justification of the regularity of the relationship of the project-type content in the construction of event meetings and new formats of continuous advanced adult education, which qualify as a solution to the scientific problem of designing strategies and programs for the development of the university of design- of a programmatic nature. The novelty at the level of concretization and refinement of the results is represented by the organization of the project experiment and the methodology for evaluating the effectiveness of the developed conditions for the formation of a polypositional team of continuous advanced pedagogical education, the implementation of which increases the productivity of scientific research and its practical and socio-cultural significance.

Exploring the Effectiveness of Leadership Styles in Organizational Change Management

The article extensively investigates the role of leadership style in organizational change management, covering a wide range of literature on the subject. The authors have made efforts to present various leadership styles that can facilitate change management processes, including authoritarian, transformational, laissez-faire, servant, transactional, democratic, strategic, bureaucratic, consultative, and participative leadership. The review underscores the essential nature of leadership in ensuring successful organizational change, especially in navigating competitive markets. Furthermore, the review delves into the concepts of leadership and organizational change management, providing detailed explanations of their types.

Survey on the Situation of Medical Departments in the Pharmaceutical Industry in Spain.

Medical departments have evolved from a position of support to one of strategic leadership. The number of tasks and the complexity of interactions in which they are involved is increasing. However, the spectrum of their activity in the sector differs significantly from one company to another. Therefore, the aim of this study was to describe their situation within the pharmaceutical industry, analyzing the positions, functions, and profiles of their professionals. This study consisted of an online survey containing 25 questions grouped into four blocks (structure, medical direction, training, and activities and responsibilities). Medical departments in the Spanish pharmaceutical industry of different sizes and scope were invited to participate. The survey took place in 2021, with a designated response period of three months. It is important to note that all responses collected during this time were treated as anonymous. Thirty companies participated. A total of 93.3% of respondents worked for an international laboratory, with a size of 0-5 or 11-20 people (20.7%). For 27.6% of the companies, the number of medical advisors per medical department was 1 or 4, with varying numbers of medical scientific liaisons (1, 6-10, and > 20). A total of 56.7%, 33.3%, and 6.7% indicated that the country manager, head of regional medical affairs, and head of global medical affairs, respectively, had a solid-line reporting relationship with the medical directorate. Medical directors were mostly graduates in medicine (86.2%) with a doctorate (34.5%), and medical managers were mainly graduates in medicine (77.8%) and pharmacy (66.7%). This study reveals that respondents predominantly work in internationally focused laboratories, with professionals ranging from experienced medical directors to managers with 6-20 years of experience, each with distinct roles.

Роль вузов в сохранении языкового и культурного многообразия регионов Российской Федерации (на примере деятельности Ассоциации финно-угорских университетов)

The purpose of this article is to determine the role of regional universities that are members of the Association of Finno-Ugric Universities and participants in the Strategic Academic Leadership Program "Priority 2030" in preserving the linguistic and cultural diversity of the Russian Federation. The article describes the main activities aimed at the development of the Mordovian, Mari, and Udmurt languages, as well as identifies the conditions for their implementation. The scientific novelty lies in defining the pedagogical potential of activities aimed at preserving the linguistic and cultural diversity of Russia for the development of the higher education system. Additionally, for the first time, an analysis is conducted on the influence of the Strategic Academic Leadership Program "Priority 2030" on the functioning of the Mordovian, Mari, and Udmurt languages. The research revealed that the implementation of the Strategic Academic Leadership Program "Priority 2030" enables regional universities to intensify their efforts to preserve the linguistic and cultural diversity of Russia through processes of digitalization, the creation of scientific innovations, and the formation of network communities for workforce preparation. The main conditions for the effective implementation of such programs can include long-term planning, an ethno-cultural approach, and interdisciplinarity. The activities focused on preserving the linguistic and cultural diversity of the country within the scientific, educational, and upbringing system of a university harmonize the process of forming national-cultural identity and intercultural tolerance of modern students.

The Influence of Career Development, Positive Psychology, Organizational Communication, and Strategic Digital Leadership on the Improvement of Performance in the Aviation School Organization of the Ministry of Transportation, Mediated by Employee Motivation

This research investigates the factors influencing organizational performance within the Flight School of the Ministry of Transportation, focusing on the unique structure of the Public Service Agency (BLU) and its technical implementation units. It explores challenges faced by aviation service schools in meeting BLU revenue targets and highlights the significance of human resource management. Drawing on insights from scholars, the study examines the impact of career development, positive psychology, organizational communication, and digital leadership strategies on organizational performance, mediated by employee motivation. Using a quantitative approach involving a survey of 175 officials and Structural Equation Modeling (SEM), the research finds positive influences of these factors on organizational performance, with employee motivation playing a mediating role. However, limitations such as reliance on self-reported data and the sample size constrain the generalizability of findings. Future research could employ qualitative methods and longitudinal studies to deepen understanding and investigate long-term effects.

Strategic leadership for responsible artificial intelligence adoption in higher education

Artificial intelligence (AI) has the potential to transform higher education through its potential to improve learning, research, and leadership in colleges and universities. This study aims to identify key themes, challenges, and recommendations related to AI implementation in higher education and leadership. A literature review was supported by 2 LLMs. The results show that AI is being used to personalize teaching, provide formative feedback, identify at-risk students, accelerate research discovery, streamline administrative processes through chatbots, and optimize resource utilization. However, the findings also highlight significant technical, ethical, cultural and resource challenges that institutions must overcome in order to successfully harness AI's enormous potential while mitigating risks. Empowering management through knowledge, funding, and support structures that promote good governance and responsible AI adoption is fundamental to successfully harnessing the enormous but still largely untapped potential of AI.

The Role of Organizational Culture in Mediating the Improvement of the Performance of the Indonesian Marine Corps

The study examines specific aspects of organizational performance within the Indonesian Navy (TNI AL), with a particular focus on the Marine Corps, essential for safeguarding Indonesia's maritime sovereignty. Utilizing quantitative methods and a survey approach, data was gathered from middle officers serving across 11 Marine Corps units over the past 5 years. Findings indicate that strategic leadership style, career development, and strategic competence of human resources significantly influence organizational performance within the Marine Corps. These factors, alongside organizational culture, are pivotal in shaping and sustaining performance levels. Importantly, the research underscores the importance of understanding these dynamics for Marine Corps management to enhance performance and achieve long-term objectives, particularly in navigating the complexities of globalization. Additionally, while rooted in the context of the Indonesian Navy, the implications of these findings extend to broader organizational settings, highlighting their potential applicability beyond the specific context of the TNI AL and Marine Corps.

Breaking gender stereotypes in management practices: Promoting paternity leave

AbstractThis study examines the promotion of paternity leave by focusing on the role of female directors on boards. Drawing on insights from the literature on the upper echelons theory and strategic leadership, we argue that efforts to break gender stereotypes in upper‐echelon positions, particularly through female representation on boards, can promote paternity leave. Analyzing data from 633 Japanese firms between 2017 and 2021 with pooled regression models revealed that a high proportion of female directors promoted paternity leave. Additionally, it implied that the proportion of female department managers can strengthen the positive effects of female directors on paternity leave promotions. Our results contribute to the theory and practice of gender equality in organizations by providing implications for promoting crucial management practices that may be hindered by gender stereotypes.