Strategic Qualities Research Articles

A Statistical Analysis of Strategic Leadership Qualities in the Pharmaceutical Sector of India's National Capital Region

In recent years, leadership quality has played a vital role for professional success of corporate leaders and their organization. However, it is affected by various dominant variables. This information paves the way for the present study. This research paper presents a comprehensive analysis of demographic characteristics, perceptions of leadership styles, innovative leadership practices and employee engagement within pharmaceutical industries located in India's National Capital Region (NCR). Considering their professional tenure and strategic decision-making ability, 383 participants were examined for this work. This research paper analyses different types of innovative leadership styles and highlights their shortcomings and strengths. In addition, the study also assesses the effects of innovative leadership practices. The study finds that while moderate positivity is appropriate, it also has many inconsistencies, especially in relation to the Indian pharmaceutical sector. The work shows moderate positivity in perceptions related to roles, recognition, and decision-making, with average ratings around 3.20. Significant variations in how valued and involved different groups feel indicate discrepancies across departments, emphasizing the need for initiatives that enhance inclusivity and uniform recognition to boost engagement and satisfaction.

Leveraging of role-play games in military training cadets within the ongoing conflict in Ukraine

In the realm of professional military education, innovative pedagogical methodologies are pivotal for fostering strategic thinking and adaptive leadership qualities among cadets. This paper delves into the effectiveness of role-play games as a means of experiential learning within military training, with a particular emphasis on the Ukrainian defense and security sector amidst the ongoing conflict.Drawing from insights gleaned from research papers and practical applications this study examineshow role-playing games intersect with cadet training. By analyzing various approaches and practical examples, we aim to illuminate the potential of role-play games in enhancing strategic mindsets and decision-making skills among future military leaders. Understanding the dynamics of incorporating role-playing into military pedagogy is crucial for optimizing the educational experience of cadets and preparing them to navigate the complexities of contemporary warfare effectively.

The case of the serial entrepreneur

PurposeThe protagonist of the case is Mr. Prasad Dhumal. Prasad is technically gifted and is considered a subject expert in his line. Prasad exhibits all entrepreneurial traits like high energy, positive and a never say die attitude, technical expertise, etc. In a short career span, Prasad has already been instrumental in opening at least 7 different ventures and is now planning the 8th one and hence the name of the case. None of the ventures have survived. This is a classic case of differences between entrepreneurial qualities and managerial qualities, required for the success of a small business.Design/methodology/approachThe case is ideal for students of management. The focus areas are Career Management and Entrepreneurship. It also discusses the failure of a business unit from a societal and family perspective rather than simply a financial one. The case is also good to impress upon the audience the distinction between entrepreneurial skills and managerial skills. The focus that the protagonist shows in starting multiple ventures is also a good indicator of objective-driven and clear Career Management, but the lack of the identified skill set to run a business.FindingsThe case brings about the clear distinctions between entrepreneurial qualities and managerial qualities. Career Management has three objectives, expression of the self as a person through the activities one does (job/entrepreneurship) and personal fulfilment, to have an effective work-life balance so that the workplace does not become simply a chore and finally financial security which is also expressed as a reward for something one does or contributes. Even a well-defined career management plan may at times, not yield the desired results.Research limitations/implicationsThis is an attempt at a case-based approach highlighting how entrepreneurial zeal and drive may not result in a success of a business venture. Further, the case highlights the serious financial and social isolation that the protagonists faced due to his business failures. The basic learnings from the case are as follows: (1) Start-ups go through phase after establishment; (2) The skill set used to start a venture and sustain it are different and (3) The venture has to survive in a business environment on its merits.Practical implicationsIt is a good source material for students of entrepreneurship to understand that sound entrepreneurial qualities may not ensure business success. Businesses may require a blend of managerial, strategic and entrepreneurial qualities to help them navigate through the business environment.Social implicationsAlthough a lot has been written about entrepreneurship, the social implications of a business failure and the impact on the entrepreneurs, his family and his loved ones forms the crux of the case. Financial losses result in social isolation for the protagonist. The humiliation and isolation associated with a business loss and its serious impact on friends and family also is highlighted in the case.Originality/valueThe case is factual and describes the exact entrepreneurial journey of Prasad.

Digital Authoritarianism in the Middle East: Deception, Disinformation and Social Media

Digital Authoritarianism in the Middle East: Deception, Disinformation and Social Media

Strategic Leadership Qualities to Enhance the Payment Culture for Municipal Services within an African Context

The purpose of this study was to identify the strategic leadership qualities required of municipal role-players to cultivate a payment culture for municipal services in the North West Province in South Africa. A systematic review and comparative study were conducted to compare the strategic competencies of executives in Canada, the United States of America, and the United Kingdom. These are considered leading countries in service provision. The study proposes that municipalities should be visionary and result-driven, and engage people, while collaborating with relevant stakeholders to achieve desired results. The study further recommends that municipal role players adopt strategic leadership to achieve change through a planning and development process that involves assessing future goals and mapping specific actions. Furthermore, municipalities should achieve their goals through a strategic process of analysis, formulation, implementation, and evaluation, all of which entail a number of constituent tasks.

Guidelines for Effectively Studying the Behavior of Leaders in the Tourism Sector Using Interactionism Model from a Strategic Management Perspective

The interactionism model is strongly connected to the theory of leadership effectiveness as a secondary concept of psycho-behavioral science that is extensively used today to support leaders in various professions, including tourism management, implying that strategic leadership qualities are a behavior capable of adapting to change and guiding the organization to reach its highest goals. Hence, this article explains the theoretical relationship between the interactionism model, leadership effectiveness theory, and McKinsey 7s framework concepts in tourism management and proposes an integrated research framework as a guideline for Thai scholars to investigate leadership behavior in the future under the conditions of tourism management. This study suggests combining the two ideas using a structural model analysis (SEM) framework due to its findings. The situational leadership effectiveness is categorized as part of the interactionism model, which focuses on two dimensions of leadership behavior: LPC psychological element and situational governance. It has been augmented by leaders’ circumstances or the working environment because of the study's context-specific situations, namely, tourist management. Consequently, a connection between leadership and strategic management was discovered.

Is a new office a blessing in disguise? The strategic importance of relocation

PurposeCorporate relocation is a rare event in the history of an individual company. The choices related to location, building and workplace constitute major long-term strategic decisions that determine the company’s future operating environment. However, business decision-makers often do not evaluate all the aspects of relocation before making relocation decisions. Thus, the purpose of this paper is to systemise the knowledge behind corporate relocation and the strategic qualities and impacts of these choices.Design/methodology/approachThis conceptual paper is based on a comprehensive literature review of 74 articles on the strategic qualities of short-distance corporate relocation of knowledge-intensive firms. Based on the review insights, a conceptual model of the strategic operational qualities for work environment selection is developed.FindingsThis paper identifies three strategic layers of physical environment change, namely, location, building and physical work environment, which need to be considered when deciding to relocate. Corporate relocation affects a company through five operational qualities, namely, staff productivity, costs, employee retention and availability, operational changes and organisational culture.Practical implicationsRelocation is a complex process for an individual company. Justifying choices based on direct costs can lead to unexpected changes in indirect costs for the company. This paper helps decision-makers understand the strategic importance of corporate relocation, identify relocation goals and plan successful relocation.Originality/valueThis paper uses a strategy and organisation lens to provide a systematic overview and synthesis of the strategic qualities of short-distance corporate relocation of knowledge-intensive firms.

An analysis of the state of impact assessment research for low carbon power production: Building a better understanding of information and knowledge gaps

This study provides a portrait of the state of impact assessment (IA) research for four types of low carbon power production (wind, solar, small-scale hydro and small modular nuclear reactors). The emphasis is on IA research that has relevance to the Canadian policy setting. The method involved a systematized scan of the academic literature (peer reviewed publications, conference proceedings and book chapters) and reports and studies produced by government and other organizations. The literature was categorized according to a framework adapted from transition theory. The results indicate that the literature addressing wind power is comprehensive, but there is a relative scarcity of research (in both quantity and breadth) on the impacts of solar, small-scale hydro, and small modular reactors (SMRs). In each of these three energy areas there is a lack of available work addressing the social, political and cultural impacts accompanied by more specialized gaps in the biophysical research. Drawing on a transition theory typology, the majority of the literature can be characterized as reflexive, with less than 20% of research exploring primarily operational, tactical, or strategic themes. But there are many sources where the research contains overlapping categories. The research for SMR impacts is distinct from the other three alternative power sources; this literature is largely strategic. Priorities for further analysis in the short-term include applying lessons from the international literature to the Canadian context and developing a better understanding of the specific impacts of alternative energy sources on Indigenous communities. In the longer term, there is a need for more research in the field, with a particular emphasis on understanding the operational and strategic qualities of low carbon power production.

A Natural History of the Drag Queen Phenomenon.

The drag queen cultural phenomenon has been described at length. However, the depiction of outlandish and hyperbolic womanhood and taunting and formidable behavior at the core of drag queens' public persona has still to be fully accounted for. We argue that these aspects of the drag queen's public appearance could best be understood in a signaling framework. Publicly donning extravagant woman's costumes attracts harassment and brings financial, mating, and opportunity costs, generating the conditions for the transmission of honest signals. By successfully withstanding those odds, drag queen impersonators signal strategic qualities to members of the gay community. Data collected among gay and straight participants support a costly signaling reading of the drag queen cultural phenomenon. Participants generally agree that successful drag queens typically incur costs, while gaining specific social benefits.

Do Strategic Leadership and Self Efficacy Among School Leaders Make a Difference?

<p>The main purpose of the study is to investigate if there is any significant relationship between Strategic Leadership Characteristics of Maldivian school leaders and their Leadership Self-efficacy. The study employed a survey approach and the data were collected using an adapted seven point Likert scale survey questionnaire. Data were collected from 23 schools in the capital city Male’, Republic of Maldives. A total of 200 school leaders (45 males and 155 females) participated in the study. The data were analyzed using descriptive statistics, Pearson product-moment correlation and Structural Equation Modeling. The findings of the study revealed that the school leaders in Male’ possessed all nine characteristics of strategic leadership. It also indicated that school leaders’ in Male’ have quite a bit of control in their roles as school leaders, revealing a high perception level of self-efficacy. Moreover, the results of the correlation analysis and examination of path analysis indicated that there was statistically significant and positive relationship between Strategic Leadership Characteristics of Maldivian school leaders and their Leadership Self-efficacy. The present study provides a starting-point for further exploring the strategic leadership qualities and self-efficacy of school leaders which are vital to bring a positive reform in schools. This study highlights that executing strategic leadership is essential to deal with both the need for sustainable change. It further indicates that both self-efficacy and strategic leadership are important to school leaders’ as they affect performance of the leaders through different mechanisms.</p><p> </p><p><strong>Keywords:</strong> Strategic leadership; leadership self efficacy; Maldives school leaders; structural equation modeling.</p>

A tautology of ancient leadership intelligence: An interpretive auto-ethnographic research

The main purpose of the article was to look into how business and management could extract from ancient data base of leadership intelligence for solutions. The article cherry picked a few great historical leaders who won wars using their leadership intelligence. An Interpretive auto-ethnography methodology was used and strategic intelligence qualities such as Changing the mood, Boldness of vision, Doing the planning, Leading from the front, Bringing people with you and finally Likeability Factor was explored from these leaders. The results was that all the above mentioned strategic intelligence qualities were quintessential for these historical leaders to achieve their objectives hence business and management today can learn and tap from these qualities for a competitive strategy.

Characteristics of local development planning from the perspective of planning documents referring to selected tourist communes

Characteristics of local development planning from the perspective of planning documents referring to selected tourist communes Local development planning (including the preparation of planning documents) as well as undertaking initiatives and tasks supporting local development (resulting from planning documents) play the key role in local development steering process. The objective of the hereby paper is to analyze planning documents prepared for the selected territorial self-government units (four tourism oriented communes located in Lower Silesia region) in relation to strategic planning qualities identification in particular communes and referring these qualities to the conditions of effective strategic planning (discussed in literature on public management). The conducted research results confirm that many strategic planning qualities, in the selected communes, may be responsible for lowering its effectiveness. The ones, which are mainly responsible for counteracting effective planning, are as follow: reducing SWOT analysis to just the method for listing strengths and weaknesses of communal development potential, as well as presenting only the opportunities and threats; the absence of new management tools and techniques application, including the scenario oriented method; uncritical transfer of patterns from strategies prepared for other communes and referring to planning documents more as the condition for obtaining external financing sources rather than an actual programme facilitating the accomplishment of developmental goals. In spite of the above, the improvement of planning process has been observed in communes, which in consequence should result in higher level of local development programmes practical usefulness.

Strategic Enforcement: Results from an Elite Survey Experiment on International Trade Agreements

Central to international cooperation in many issue-areas is enforcement: the act or process of compelling obedience to international agreements by force or persuasion. Whether focused on transaction costs, domestic politics or forces such as structure and culture, most explanations for states’ preferences for institutionalized enforcement mechanisms are anchored in the useful simplifying assumption that decision-makers (and thus bureaucracies and states) have advanced strategic reasoning skills that allow them to anticipate the incentives and actions of other players down long decision trees. That scholarship also usually assumes that decision makers are fairly homogenous in the employment of these skills that affect how they analyze and respond to complex chains of reasoning. Yet there is evidence from behavioral economics and cognitive psychology that people are neither hyper-rational nor homogenous in their strategic reasoning. If policymakers are not in fact all highly (and equally) strategic reasoners, then perhaps the variance in their skills could help explain deviations from international cooperation models and provide new insight into debates over enforcement. We explore how variations in strategic reasoning might affect preferences for cooperation under different enforcement conditions with a series of experiments and surveys on 85 current and former U.S. government officials and U.S. based business strategists working in companies exposed to international policy decisions. Our central finding is that the strategic qualities of the people tasked with actually making international trade cooperation decisions help to explain their preferences for the enforcement design of the agreement. Specifically, as decision makers become more skilled in their ability to reason strategically, they become more indifferent to enforcement when deciding whether or not to join an international trade agreement.

Agreements and controversies around the notion of territorial governance: a bibliographic review of a fashionable notion

In France and French-speaking countries, the notion of governance is fashionable. It appears in discourse by the actors involved in managing collective affairs. It is also used by the various fields of science that analyse the management modes of local systems. A consensus seems to have formed around this notion. There are, however, some authors who criticise it and its uses. Diverse analyses have been put into perspective and have revealed agreements and controversies. This article analyses various texts dedicated to territorial governance and subsidiary processes. It deals with authors who write in French and highlights the points of agreement and disagreement between disciplines or schools of thought. Although the notion of territorial governance undeniably has strategic and political qualities, its careless use in scientific analyses may prove hazardous. The controversies and agreements revealed have allowed for the heuristic value of this trendy notion to be specified.

The Ethnic Script in Action: The Regrounding of Russian Jewish Immigrants in Israel

Abstract Working from dynamic, strategic, and collective qualities of activity to discussion of the concept of "Script" in sociological and anthropological literature, this article further develops the idea of the "ethnic script." We consider the ethnic script to be an interpretative framework, tightly connected to group identity and to designing actions of ethnic group members with respect to sociocultural institutions and other social groups within a given society. Our proposition is that migration problematizes the affinity among script, place, and identity. As a result research on immigration allows us to deepen understanding of both the analytical notion of "Script" and the processes of identity construction in migration. The case study of Russian Jewish immigrants in Israel is used to examine empirically how these migrants activate their ethnic script in their struggle for place and identity. This script prescribes acquiring higher education as a means to belonging in the "intelligentsia" and fulfilling Jewishness. The ethnic nature of the examined script exposes its strategic role in the power relations involved in the migration process. The article shows how immigrants mobilize and maneuver the script as a flexible interpretative strategy for relocation within the hierarchical social structure of the receiving society.

Developing Research/Technology Leaders

If you're like most managers, you've had some kind of training aimed at making you a more effective leader. And there are many, many kinds. When I Googled I found over 1 1/2 million references, which, if nothing else, testifies that this is a big business. The question I'd like to raise is: what are good ways to select and develop research/technology leaders? Although I don't believe there is any one best leadership training, I'll share my views based on teaching and coaching research/technology managers. I invite my readers to share theirs, which I'll then report in a later article. Leadership selection and training should be based on our assumptions about leadership in technology companies. These are my six: 1. Leadership is a relationship between leader and followers. Even if someone is in a leadership role and people don't follow, that person is not a leader. Your whole self is involved in being a leader. Consequently, if you are someone people want to follow, you can not give your leadership to someone else. This differs from management, a collection of functions, like budgeting, scheduling, hiring, evaluating, etc., which can be delegated or shared. Although companies need both leadership and management, typically, tech start-ups with visionary leaders are under-managed, while large, mature technology companies are over-managed and under-led. 2. Technology staff want to be collaborators, not just followers. They want to find their work meaningful and to feel they are contributing to the result. 3. Technology companies need different types of leaders. Strategic, operational and networking leaders are all essential. 4. Although people with strategic leadership qualities can be effective at any level, they are essential at the top of the company. However, the success of an organization depends on how well these different types of leaders work together to implement a shared strategy. 5. Leaders are most effective when their personal qualities fit their leadership roles. 6. Although some people are born with exceptional potential, leadership can always be developed, and it's especially necessary to do so in the new context of global business. Four Ps of Training I propose basic research/technology leadership training under the headings of four Ps: Purpose, Process, People, Presentation. Purpose Technology leaders often get stuck in a web of misunderstanding about the purpose of a project. After the break-up of the Bell System in 1984, executives of ATT or, when they decided that few customers would want mobile phones, so it wasn't worth exploiting their own invention. Technology managers often argue about whether they should try to meet an expressed customer need or create a need with a great product. The answer, of course, is that they should do both, if they can. Customers didn't ask for a fax machine before engineers perfected it, although once they had one, they did ask for plain paper, but at that time they didn't know they would prefer e-mail when that arrived. …

Moving Toward Strategic Planning Unique To Healthcare

THE TWO FEATURE ARTICLES in this issue present the state of the art in and the application of strategic healthcare planning. THE TEN BEST PRACTICES AND FOUR STAGES OF SOPHISTICATION In examining the state of the art, Alan Zuckerman identifies ten best practices. Apparently, performing well on the first nine of the ten positions an organization at stage two in his four-stage model of strategic planning sophistication. Performing well on number ten-managing strategically-vaults an organization into stage three. To achieve the highest level of sophistication (stage four), Zuckerman proposes that the organization needs to employ an additional five practices drawn from companies outside of healthcare. Zuckerman asks, What should healthcare organizations do to increase the rigor and sophistication of their strategic planning practices? One might argue, Nothing! If planners and executives are in agreement and pleased with the results (as reported in his study), perhaps making strategic planning complicated and time consuming (rigorous and sophisticated) may not be such a great idea. His assumption seems to be that more advanced will mean effective in the long run, but at the margin, the time or cost required or the degree of effectiveness gained may not be worth the effort. Zuckermaris best practices are separated into five that are related to the product and five that address the process of strategic planning. Only the fifth practice, achieve real benefits, is actually a product; all the rest are processes-the means and not ends in themselves. Furthermore, all ten best practices are not created equal, but rather several serve as inputs to others. In addition, the five practices (planning characteristics) outlined by Zuckerman and drawn from pathbreaking companies outside of the healthcare sector are actually characteristics or qualities for performing the ten best practices. STAGE-FOUR STRATEGIC PLANNING FOR HEALTHCARE For years we have advocated that healthcare organizations should adopt strategic management practices developed in the business sector-especially considering the relatively long history of strategic planning in business and the relatively short history of its use in healthcare. Certainly, in the late 19805 and 19905 many healthcare organizations had much to learn from pathbreaking companies. It appears that this approach has, for the most part, worked pretty well. As a result, healthcare organizations have come a long way in installing strategic planning and management practices since their cost-plus protective covering was ripped away in the mid-1980s. Transferability Practices from pathbreaking companies outside of healthcare for strategic planning, however, may not transfer to healthcare. It is not that increased rigor and sophistication of strategic planning practices (stage-four strategic planning) is not an appropriate goal for healthcare organizations or that the pathbreaking company's planning models do not provide some useful insights, but rather that an entirely different type of stage-four planning may be required-one that acknowledges healthcare's unique organizational and market characteristics. Coarse grain (stage one) strategic planning practices may be applied to any industry. Fine grain (stage four) practices may or may not apply. Healthcare needs to define its own stage-four strategic planning qualities. Unique considerations might include the following. 1. Some strategic alternatives available to non-healthcare organizations may not be realistic for many healthcare organizations. For example, unrelated diversification or vertical integration may not be viable, as organizations with a single dominant core business that is both capital intensive and human intensive have considerable difficulty operating successfully outside of that core. Further, service area limitations restrict market expansion (market development) for many services. …

Community of practice and metacapabilities

Continuous reinvention of the organization through learning is a key feature of knowledge management (KM). Responsive change requires the development of organizational structures, processes and cultures that foster the capability to create and learn new knowledge, while abandoning dated knowledge and business processes no longer appropriate to the business environment. The business drivers of past success risk promoting complacency and failure to adapt responsively to environmental change, making the strategic quality of continuous responsive adaptive change a critical and elusive business success factor. On-going adaptability requires the learning and synthesis of a set of capabilities, or metacapabilities that contribute the kinds of skills and knowledge that underlie the process of change and core competency building. Merging metacapabilities with a value chain-specific core competency will allow all three strategic qualities – value creation, difficult to imitate and responsive adaptive change – to be satisfied. In very complex and dynamic environments management should pay consideration to the structures that facilitate the development of a learning culture capable of redefining functions and organizational purpose in response to the environmental changes. What is required is a learning structure that allows for the questioning of the organizational paradigm relative to the business environment, stimulates and supports the development of metacapabilities while providing the larger aligning supportive context that is process focused at a system level. Community of practice, a key KM application, may be one potentially useful metaphor for describing such a structure.

The Not-So-Simple Calculus of Winning: Potential U.S. House Candidates' Nomination and General Election Prospects

As the individual qualities of potential House candidates improve, their prospects in both the nomination and general election go up. The same is not true, however, for two key characteristics of the district context in which potential candidates might run: the party of the potential candidate in relation to the incumbent and the partisan makeup of the district. The direction of the effects of both incumbency and district partisanship on prospects, in contrast to the effects of quality, depends upon the stage of the election process. Using a survey of district informants in a random sample of House districts, we find that incumbent and potential-candidate quality both affect potential candidates' prospects of winning, with “strategic qualities” generally having a stronger direct effect than “personal qualities.” District partisanship has offsetting and strong effects on potential candidates’ chances in both stages: Nomination prospects decline as the partisan makeup of the district favors the potential candidate, while general election chances increase as district partisanship becomes more favorable. An expected parabolic relationship between chances of winning the seat and district partisanship clearly emerges in the analysis. These effects are fundamental to our understanding of the sources of competition in U.S. House elections.

Fleet Operations in the First Genoese-Venetian War, 1264-1266

"Fleet Operations in the First Genoese-Venetian War, 1264-1266." By the middle of the thirteenth century the maritime city-states of Italy, especially Venice and Genoa, dominated the Mediterranean Sea. Economic interest, civic pride, and expansionist belligerence soon ignited a series of wars that. lasted for a century and a half. Warfare at sea in the Middle Ages has not attracted as much attention as land warfare. While the appreciation of the art of generalship on land has increased, the tendency to dismiss naval combat as merely "land battles on water" has unfortunately continued. This article examines two campaigns in the First Venetian-Genoese War to evaluate the strategic and leadership qualities displayed by the foremost maritime states of the age. The campaigns chosen for analysis demonstrate a very high level of operational sophistication in their conception, planning, and execution.