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Article
Publication date: 14 July 2021

Hassan Al-Dhaafri and Mohammed Saleh Alosani

The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.

Abstract

Purpose

The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.

Design/methodology/approach

Using primary data obtained through a survey questionnaire, hypotheses have been developed for testing. Out of a total of 565 questionnaires, only 355 questionnaires were returned where data were collected from the Dubai police organization. The structural equation modelling (SEM) approach was used to analyse the collected data.

Findings

Statistical findings using SEM-partial least square confirmed the full mediating role of strategic planning as a mechanism between leadership and organizational excellence. In addition, the results reported a significant effect of leadership on strategic planning besides its impact on organizational excellence.

Practical implications

Results reported many valuable implications. The outcomes of this study have practical implications that will help managers, decision-makers and practitioners to consider the study’s variables to enhance the overall performance through achieving excellence.

Originality/value

The collective role of leadership, strategic planning, EOC and organizational excellence is studied as one of the most important empirical studies which bring original contribution to the existing body of knowledge.

Details

Measuring Business Excellence, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1368-3047

Keywords

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Book part
Publication date: 26 June 2007

Gretchen M. Spreitzer, Mary Sue Coleman and Daniel A. Gruber

In this chapter, two academics from the Stephen M. Ross School of Business at the University of Michigan collaborate with the President of their university to present…

Abstract

In this chapter, two academics from the Stephen M. Ross School of Business at the University of Michigan collaborate with the President of their university to present their experiences and ideas about positive strategic leadership. Positive strategic leadership is derived from the juxtaposition of ideas from the growing stream of research on positive organizational scholarship with what is already known from the literature on strategic leadership. The authors embed new views into current theoretical perspectives on strategic leadership to provide an integrative overview and use the president's experiences during the nationally followed Affirmative Action cases as a vehicle for illustrating five themes: (1) A lifetime of experiences shapes who you are, (2) issues commonly choose you before you choose them, (3) begin with a purpose in mind, (4) appreciate divergent views, and (5) be a beacon for the future. Additionally, the authors provide practitioners with some “takeaways” on positive strategic leadership.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

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Abstract

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Strategic Leadership Models and Theories: Indian Perspectives
Type: Book
ISBN: 978-1-78756-259-2

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Article
Publication date: 1 June 1992

Herbert F. Barber

Discusses US Army War College approach to including StrategicLeadership in its curriculum. Key aspects emerged from a preliminary,widely based conference: the environment…

Abstract

Discusses US Army War College approach to including Strategic Leadership in its curriculum. Key aspects emerged from a preliminary, widely based conference: the environment in which a leader must function; their tasks; the competences they require. These are analysed. Competences are subdivided into personal characteristics (robustness, tolerance of uncertainty, willingness to reopen decisions, viewing mistakes as new information), frames of reference (to be wide), and specific capabilities (complex cognitive skills, persuasiveness, lateral networking). Compares effectiveness of academic with on‐the‐job learning, looks at learning methodologies and curriculum design issues, and the importance of practitioner mentoring.

Details

Journal of Management Development, vol. 11 no. 6
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 23 September 2013

Gina Grandy

The purpose of this paper is to extend the notion of strategic leadership, that which has been primarily applied to for profit organizations, to nonprofits, specifically…

Abstract

Purpose

The purpose of this paper is to extend the notion of strategic leadership, that which has been primarily applied to for profit organizations, to nonprofits, specifically the church setting.

Design/methodology/approach

The research employs a case study methodology and draws primarily upon qualitative data collected from interviews and observation.

Findings

The findings reveal that over the past several years, the organization and its members have undergone a number of incremental and more radical changes. Much of this change has been attributed to the vision and leadership style of the current leader. Four key themes illuminate the processes and content of change under this strategic leader, including unsettlingly the status quo, model of shared leadership, shared vision and culture of community and learning.

Research limitations/implications

The findings are based upon one case study site and this limits the generalizability of the research. In addition, exposure to the organization was limited to short periods of time on-site and the sample size was relatively small.

Practical implications

Achieving success in nonprofits requires leaders to have an intimate understanding of the complex nature of stakeholder relations and measuring success needs to be multi-dimensional in nature and linked directly to the mission and context of the organization, rather than based solely on generic measures.

Originality/value

There is limited research to date that examines the applicability of leadership theories that have been traditionally applied to for profit and public sector organizations to nonprofits. The research extends the notion of strategic leadership from the for profit setting to nonprofit organizations generally, and more specifically to the church setting.

Details

Leadership & Organization Development Journal, vol. 34 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 23 October 2009

V.K. Narayanan and Lee J. Zane

The purpose of this paper is to offer an epistemological vantage point for theory development in the case of strategic leadership, an emerging focus of scholarly attention…

Abstract

Purpose

The purpose of this paper is to offer an epistemological vantage point for theory development in the case of strategic leadership, an emerging focus of scholarly attention in strategic management.

Design/methodology/approach

The authors invoke Rescher's epistemological platform for making the case, Rescher being one of the most influential philosophers in the USA.

Findings

The analysis suggests that since strategic leadership differs from supervisory leadership, both on organizational reach and incorporation of external elements, defining the strategic leadership problem exclusively as a difference in context – what Weick referred to as a strategy of knowledge growth by extension – is likely to prove unproductive. Rescher's platform can be put to use for specifying the two critical though inter‐related epistemological challenges in the beginning of the theory development project: the choice of concepts, and the type of relations among the concepts. These epistemological challenges may be reframed as opportunities to capture the phenomenal variety embedded in these concepts, and to deploy a diversity of approaches to examine their correspondence.

Research limitations/implications

Contending and complementary views on strategic leadership, and hence concepts representing alternate views should be allowed. Bridges should be built between islands of scholarship, but these bridges are likely to be found in special issues of journals (devoted deliberately to nurture multiple perspectives), edited books and invited conferences.

Practical implications

Engagement with “strategic” leaders is an epistemological necessity for both theoretical and pragmatic reasons.

Originality/value

This paper demonstrates how epistemology can strengthen theory building in the case of strategic leadership. Given the signal importance of this phenomenon, good theories and, therefore, epistemological challenges should occupy a central stage of discussions in this early stage.

Details

Journal of Strategy and Management, vol. 2 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

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Article
Publication date: 3 October 2016

Zumalia Norzailan, Rozhan B. Othman and Hiroyuki Ishizaki

The purpose of this paper is to discuss the nature of strategic leader competencies and the learning methodologies that should be used to develop them.

Abstract

Purpose

The purpose of this paper is to discuss the nature of strategic leader competencies and the learning methodologies that should be used to develop them.

Design/methodology/approach

A review of the literature on strategizing was done to formulate a model of strategic leadership competencies. This paper also draws from various work on learning to propose how strategic leadership competencies program should be designed.

Findings

The literature highlights the importance of incorporating deliberate practice, experience density, reflective learning and mentoring into strategic leadership development programs.

Research limitations/implications

This is a conceptual work that draws from secondary material. Further empirical examination can help validate the ideas proposed here.

Practical implications

This paper provides a better understanding of how developing strategic leadership competencies are distinct from other leadership programs. It also provides practitioners with an understanding on how to design their strategic leadership development programs.

Originality/value

This paper adds a new dimension to the discourse on strategic leadership development programs by bringing together learning theories from sports education and managerial learning.

Details

Industrial and Commercial Training, vol. 48 no. 8
Type: Research Article
ISSN: 0019-7858

Keywords

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Article
Publication date: 1 April 2017

Alicia Ohlsson and Gerry Larsson

The aim was to explore the existing literature on emotion and strategic leadership in a systematic review and to synthesize it into a theoretical model. A literature…

Abstract

The aim was to explore the existing literature on emotion and strategic leadership in a systematic review and to synthesize it into a theoretical model. A literature review on emotion in connection to strategic leadership was undertaken. After adhering to the search strategy and exclusion criteria, 46 peer-reviewed texts consisting of articles and relevant book chapters remained. The texts were analyzed according to the grounded theory method (GTM) to generate a new theoretical model and a core variable was identified, organizational emotion shaping. The model attempts to show how the interaction of individual and organizational framing factors with the strategic leader's tasks and challenges lead to emotion shaping internal and external of the organization. Suggestions for future research were formed and suggestions of practical implications were given. This literature review and theoretical integration offers a starting point for potential areas of further exploration.

Details

International Journal of Organization Theory and Behavior, vol. 20 no. 03
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 28 October 2013

Mark Kriger and Yuriy Zhovtobryukh

Most of the thousands of studies of leadership as well as strategic leadership in organizations choose as the unit of analysis the individual leader. This choice runs…

Abstract

Purpose

Most of the thousands of studies of leadership as well as strategic leadership in organizations choose as the unit of analysis the individual leader. This choice runs contrary to the often-observed fact that organizations have numerous leaders at all levels of the organization – in other words, a network of leaders, which permeates the formal organizational structure. The purpose of this paper is to re-conceptualize strategic leadership by advancing understanding of: the effects of variations in internal complexity and external turbulence and the effects of choices by the strategic leadership based on those variations.

Design/methodology/approach

The paper advocates a network approach to strategic leadership where there is a set of highly dynamic role changes, based on both human and social capital. The typology and propositions in the paper emerged over a period of many years of observation of organizations (direct and indirect) as well as reflection of theories on how strategic leadership actually occurs in medium to large-size profit-oriented organizations.

Findings

The paper proposes a model of strategic leadership based upon four modes of single actor and shared leadership (stars, clans, teams, and leadership networks). The paper sets forth propositions for the situational appropriateness of each of these four forms and identifies avenues for future research to advance the theory.

Originality/value

The paper cross-fertilizes extant research streams in leadership and strategic management to create a contingency theory of strategic leadership that is closer to what executives actually experience in the workplace.

Details

Journal of Strategy and Management, vol. 6 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

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Article
Publication date: 16 November 2011

Anabel Corral Granados and Fredrik Kruse

During the last 20 years inclusive practices in primary schools have been promoted by policies and worldwide organisations. Scholars confirm that school leaders have an…

Abstract

Purpose

During the last 20 years inclusive practices in primary schools have been promoted by policies and worldwide organisations. Scholars confirm that school leaders have an essential role to play with direct impact on meeting children's needs and that there is a chronic deficiency of research on this issue. The purpose of this paper is to describe how strategic leadership roles implemented by head‐teachers can facilitate the implementation of inclusive policies in the school setting and present possible suggestions through the analysis of leadership theories and literature related to inclusion in primary schools.

Design/methodology/approach

The methodology this research employs includes a literature review that conceptualises the roles of leadership positions in inclusive settings. This is structured as an explanatory discourse, drawing on the notion of transformational and visionary leadership as the basis of strategic leadership, in order to identify the important role and strategies of leaders in a primary school setting.

Findings

The paper highlights the benefits of exploring the role of leaders in these schools. The paper assumes that organisations are complex structures and the analysis indicates that there is not one single exclusive way of implementing an effective role and that alternatives can be created by adapting a flexible framework. This framework is conceptualised by examples from institutions in which leaders have motivated the improvement of school quality by following the described strategic tools. The implications of this for leadership are that Strategic Intent seems to address the directions of the aims of inclusive leaders: it uses unique strategies and relies on the capability of leaders to encourage further dedication and involvement in the organisation's culture. It is suggested that the key components of this framework which will result in the school setting becoming more inclusive consist of: resource allocation, consistency, strategic planning and cultural considerations.

Practical implications

This paper introduces different strategies that can be explored by school leaders with the aim of being implemented in schools.

Originality/value

This paper has developed a framework to which leaders could adapt their own needs and it assists them in their decision‐making process.

Details

International Journal of Leadership in Public Services, vol. 7 no. 4
Type: Research Article
ISSN: 1747-9886

Keywords

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