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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.

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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. 26 no. 3
Type: Research Article
ISSN: 1368-3047

Keywords

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 essential…

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

Book part
Publication date: 28 September 2023

Kristian Pultz Schlosser, Tatjana Volkova, Gratiela Georgiana Noja, Mirela Cristea and Dimitrios Maditinos

Creating organisational resilience and creating a positive social impact is becoming a condition for sustainable business development. The adoption of digital technologies…

Abstract

Creating organisational resilience and creating a positive social impact is becoming a condition for sustainable business development. The adoption of digital technologies requires specific leadership characteristics to resolve complex societal challenges. The purpose of the research is to identify the critical strategic leadership characteristics for developing organisational resilience while creating social- and financial value. There is a research gap in strategic leadership, digital technologies, social impact, and organisational resilience studies which will be addressed in this research. The methodology embeds a critical literature review, complemented by bibliometric analysis. The adoption of digital technology is seen to be a key driver in the societal question and a tool to boost organisational resilience. Sensing, seizing, and driving digital adoption agenda as well as digital adoption are critical and require unique leadership characteristics where contextual ambidexterity was key to the strategic leader when building organisational resilience and creating social- and financial value. The research results can be used for identifying which characteristics strategic leaders must develop for digital technology adaptation to generate both a profit and positive social impact while boosting organisational resilience.

Details

Digital Transformation, Strategic Resilience, Cyber Security and Risk Management
Type: Book
ISBN: 978-1-80455-254-4

Keywords

Book part
Publication date: 14 December 2023

Furkan Arasli, Souji Gopalakrishna Pillai and Tong Yin

This chapter introduces the specifics of spirituality-centric management practices in service and operation focused industries. Strategic management practices are often challenged…

Abstract

This chapter introduces the specifics of spirituality-centric management practices in service and operation focused industries. Strategic management practices are often challenged by the human factor of businesses. Consequently, businesses often waver with the fulfillment of their strategic goals and face harmful repercussions. Subsequently, strategic leadership plays a crucial role in the advancement of incorporating spirituality in the workplace and cultivating a perception of the spiritual domain at the individual, team, and organizational levels. To succeed, organizations need to overcome the challenges pertaining their members' retainment and wellness. This is because members often act on their emotional, moral, and ethical concerns that are pillared by their spirituality-centric views on colleagues and management. As the overarching term, workplace spirituality has been linked with organizational learning, togetherness, sense of nurturement, and interpersonal fulfillment with tasks and often coincidences with managerial application of strategic approaches. For the synthesis of service focused businesses, authors exemplify studies within tourism and hospitality industries.

Article
Publication date: 15 November 2018

Hairuddin bin Mohd Ali and Inas Binti Zulkipli

The purpose of this study is to conceptualize, validate and confirm a structural equation modeling (SEM) hypothesized model of strategic leadership practices of Malaysian…

1201

Abstract

Purpose

The purpose of this study is to conceptualize, validate and confirm a structural equation modeling (SEM) hypothesized model of strategic leadership practices of Malaysian vocational college educational leaders.

Design/methodology/approach

The study used a quantitative survey approach. The data were collected from 500 educational leaders of 65 Malaysian vocational colleges throughout Malaysia using a five-point strategic leadership scale. The gender composition of the sample was almost equivalent. The study embarked on descriptive statistics, confirmatory factor analysis and full-fledged SEM for the data analyses.

Findings

The findings revealed that the Malaysian vocational college educational leaders had high tendency and inclination of practicing strategic leadership at their workplace. Besides, there was also evidence that the educational leaders of the Malaysian vocational college exhibited high levels or degree of strategic leadership practices. The responses to the survey items were consistent with seven distinct practices of strategic leadership such as strategic orientation, strategic alignment, strategic intervention, restlessness, absorptive capacity, adaptive capacity and leadership wisdom. The use of SEM procedures had confirmed that the hypothesized model of strategic leadership practices for Malaysian vocational college educational leaders was empirically valid and reliable.

Practical implications

The findings highlighted the importance of planning and development of a specific-context training program for Malaysian vocational college educational leaders in strategic leadership. The training was considered fundamental in pursuit of effective leadership and positive institutional outcomes for such colleges in Malaysia.

Originality/value

The study had successfully formulated, tested and validated a model of strategic leadership practices for Malaysian vocational college educational leaders. The model was believed to be the first of its kind in the Malaysian vocational education context.

Details

European Journal of Training and Development, vol. 43 no. 1/2
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 28 July 2021

Henry Adobor, William Phanuel Kofi Darbi and Obi Berko O. Damoah

The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable…

Abstract

Purpose

The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.

Design/methodology/approach

Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.

Findings

Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.

Research limitations/implications

This is a conceptual paper and the authors cannot make any claims of causality.

Practical implications

Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.

Originality/value

The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.

Details

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

Keywords

Book part
Publication date: 27 June 2013

David A. Waldman and Mansour Javidan

The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that…

Abstract

The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that could help cast light on this important area of strategic management. In so doing, we attempt to move charismatic leadership theory in some new directions by bridging micro-and macro-level conceptualizations. The upper echelons perspective from the strategic management literature is first summarized. We then identify problems in conceptualization and measurement that have served to limit the usefulness of this theoretical approach with regard to understanding the leadership role and effects of CEOs. We present two alternative new models that incorporate the constructs of strategic change, CEO charisma, and perceived environmental uncertainty. Data are also presented, suggesting mixed support for the models. Suggestions are made with regard to future quantitative and qualitative research.

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

Book part
Publication date: 26 June 2007

Boas Shamir

Most of the literature on strategic management portrays the strategic leader as a planner, decision formulator, and implementer of structure and processes. Theories of strategic

Abstract

Most of the literature on strategic management portrays the strategic leader as a planner, decision formulator, and implementer of structure and processes. Theories of strategic management have not paid much attention to the essence of all leadership roles, namely the role of influencing others, and have not been much informed by leadership theories in this regard. In this chapter, I argue that the existing gap between the field of leadership and the field of strategic management can be bridged by paying closer attention to the fundamentally social and interpretative nature of the strategy formation and implementation, and in particular to the role of strategic leaders as managers of meanings. The chapter presents the idea of leadership as the management of meanings, applies this idea to the role of strategic leaders, offers a set of meanings to focus on when we consider strategic leaders as managers of meanings, discusses the link between meaning making and organizational performance, and attends to some potential dangers involved in viewing leaders as managers of meanings.

Details

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

Book part
Publication date: 12 May 2017

Mitsuru Kodama

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products…

Abstract

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

Book part
Publication date: 26 June 2007

Russ Marion and Mary Uhl-Bien

The current strategic leadership literature tends to advocate a leader-centric (upper-echelon) approach to strategy, one in which the leader positions the organization…

Abstract

The current strategic leadership literature tends to advocate a leader-centric (upper-echelon) approach to strategy, one in which the leader positions the organization competitively within an environment. Based on complexity theory, we argue that strategic leadership in a fast-paced environment works to organize both the environment and the organization in ways that enhance the firm's adaptability, innovativeness, and fitness. We propose a two-pronged strategy: Foster cooperative relationships with the organization's environment, and enable adaptive organizations that are “partners” in the strategic leadership function.

Details

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

11 – 20 of over 77000