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Small and medium-sized enterprises (SMEs) play a vital role throughout the global economy, spurring innovation and job creation. This study investigates the effect of strategic leadership practices on SME performance.

The authors conducted a quantitative survey of leaders from 290 SMEs to examine their strategic leadership and how it affects SME performance. Structural equation modeling (SEM) is used to test the dependent relationships in this paper.

The results suggest that the strategic leadership effect on firm performance is fully mediated by employee empowerment dynamic capability (EEDC) as well as resilient dynamic capability (RDC).

Strategic leadership is traditionally analyzed in large organizations. The authors evaluate the role of strategic leadership in SMEs which is an underexplored context for leadership studies. In this process, the authors also analyze the mediating role of EEDC and RDC.

Industry 4.0 and the new technological transformation process it represents pose major challenges for the world today. Now, a new period has been entered, which will affect every point of daily life, from production to trade, and from health to entertainment. In terms of its scope and complexity, this period is unlike any that humanity has experienced before. The concept of Industry 4.0 is an external reflection of the innovations and applications made and to be made not only in today but also in the production methods of the future. Because this change and development occurs as a result of a certain accumulation and continues to occur continuously, it is evident that strategy is of great importance in today’s constantly changing and developing world. It is of great importance for leaders to develop strategies for evaluating the opportunity areas emerging by anticipating change in the Industry 4.0 process and to carry organizations and society into the future. Strategic leaders can do this effectively. At this point, strategic leadership is an important issue. Based on this idea, in this study, the strategic leadership issue from Industry 4.0 perspective will be examined in a theoretical context.

The purpose of this paper is to investigate the nine‐point strategic leadership characteristics of Malaysian Quality National Primary School Leaders (QNPSL) and to indicate the implications of these findings for the current educational management and leadership practices in their quest for Malaysian quality education.

The study selected 600 senior management team members from 150 schools to complete a seven‐page questionnaire survey and eventually managed to collect back 420 completed survey questionnaires. The study employed SPSS 15.0 and a full‐fledged Structural Equation Modeling (SEM) software Analysis of Moment Structures (AMOS) version 16.0 to confirm the dimensionality and the psychometric properties of the scale, as well as to test the research hypotheses.

Despite what Davies and Davies suggested, the results confirm that the Malaysian QNPSL do not possess three out of nine predetermined characteristics of a strategic leader such as wisdom, strategic intervention point and strategic competence which are pertinent for efficient and effective leadership in realizing the objectives of the National Education Master Plan.

The findings from the study provide useful information to senior management team members of the respective schools, District and State Education Departments in improving the quality of Malaysian education.

As this is the first research of its kind in Malaysia, the findings to a certain extent will be able to contribute to the efforts in achieving the accessibility, equity, quality and enhancement of management goals stipulated in the National Education Master Plan (2006‐2010).

This paper aims to focus on leadership in business schools. It seeks to advocate examining strategic leadership processes through the exploration of interactions between such multiple constituencies as the dean, faculty, university councils and advisory boards.

A range of models of the leadership process are identified and illustrated, namely, the strategic leadership process model, a model of leadership dynamics and an interactionist model, involving an examination of leadership characteristics, context and leadership style.

The current financial crisis and criticisms of the business school in the modern university require deans to address changing models and contingencies, globalisation and moral values in curriculum evaluation and leadership of the business school. The importance of further in‐depth case studies of strategic leadership is emphasised.

Three areas of important research are identified, namely, the skills of leadership characteristics, leadership styles and change and leadership training. It is concluded that leadership can be taught but must be reinforced with on‐the‐job experience.

The purpose of this paper is to examine whether the new distributed leadership patterns is an important driver for innovating business model. By synthesizing insights from the dynamic capabilities perspective, it also explores how and when distributed leadership enhances the business model innovation (BMI) by involving strategic flexibility as a mediator and environmental dynamism as important contingency.

A survey via questionnaire was conducted with 262 CEOs and 262 senior managers from Chinese high-tech companies that provided the research data. Structural equation modeling and linear regression analyses were used to test the time-lagged data, and then the main research questions were responded to.

The analysis reveals that distributed leadership has a significant direct influence on BMI, and that distributed leadership also indirectly affects BMI by enhancing strategic flexibility. Environmental dynamism strengthens the positive effect of distributed leadership on BMI under strategic flexibility.

This paper advances and enriches the emerging stream of BMI research. It presents an innovative conceptual analysis of the antecedents of BMI, and it shows a possible solution for BMI that complements extant research that considers which and how the leadership style of the organizations affects the business model change.

The purpose of this paper is to present a dispositional model using self‐regulation as a foundation for the strategic leadership of organizational change.

This paper reviews the self‐regulation literature and regulatory‐focus theory in particular, and integrates this literature within the strategic leadership and organizational change literatures to present a dispositional model with propositions about the relationships between these literatures.

Strategic leadership of organizational change should allow for co‐existent states of both continuity and change. Leadership teams should include a mix of individuals with promotion and prevention foci of self‐regulation and should provide for a regulatory fit that cascades throughout the organization.

Leaders should increase their self‐awareness of promotion and prevention styles of self‐regulation and rely on a mix of individuals that increase the chances of valuing and enhancing both continuity and change in their organizations.

This paper integrates the self‐regulation literature and concepts into discussion and theoretical development in the area of leadership and organizational change.

This study aims to investigate the relationships between firms’ strategic planning (SP), leadership and technology transfer competence (TTC) by specifically incorporating the mediating role of strategic quality management (SQM).

This study performs structural equation modeling using AMOS on survey data collected from 200 Turkish firms operating in multiple industries and sectors.

This study finds that leadership in Turkish firms operating in multiple sectors is positively associated with SQM. This study further finds that SQM positively influences Turkish firms’ TTC and mediates the roles of SP and leadership in TTC.

A key research implication from this study relates to the mediating role of SQM in TTC in an emerging economy context. This study highlights that SP and leadership can play an essential role in TTC through the mediating mechanism of SQM. Consequently, SQM emerges as a crucial linking pin in conveying the impact of quality management practices on technology transfer in emerging markets.

An essential managerial implication of this study relates to the critical roles of leadership, SP and SQM in TTC. For the managers of firms operating in a relatively uncertain emerging context such as Turkey, it is essential to adopt a supportive and empowering leadership style, where open communication and innovative activities are viewed positively and SQM is adopted holistically. Also, SP should be streamlined throughout the firm and followed by SQM to support TTC.

This paper links the technology (and knowledge) management and the strategy and leadership literature streams by focusing on the mechanisms of technology transfer and delving into the linkages between SQM, leadership, SP and TTC. It specifically presents SP and leadership as precursors to SQM in their joint influence on TTC. Accordingly, this research bridges technology, strategy and leadership research and provides a broader picture of technology transfer that encompasses the joint role of different processes in firms’ TTC.

The purpose of this study is to develop a holistic resilience framework and its contributing factors for organizations in the hospitality and tourism industry for coping with uncertain environments, such as those brought about by the COVID-19 pandemic.

This conceptual paper is based on a broad review of the literature on organizational resilience and strategic leadership. A conceptual framework is developed and discussed.

This study develops a holistic “strategic leadership-enhanced organizational resilience framework” that addresses the actions and mindsets required by hospitality and tourism organizations to attain organizational resilience and health.

This study fills the research gap in corporate resilience frameworks for hospitality and tourism. This study has practical implications for the industry by suggesting specific actions that companies can take to enhance their organizational health and resiliency under environmental uncertainty.

Previous studies suggested only partial strategic resilience responses. This study constructs a holistic “strategic leadership-enhanced organizational resilience framework” in the hospitality and tourism context.

Strategic Alliances (SAs) have become widely used by global businesses for pursuing strategic goals.¹ Because of the special nuances that can make these kinds of joint ventures (JVs) effective means for achieving challenging strategic goals, they are generally more difficult to establish and manage. Some of the larger, more successful users of SAs recognize the special nature of these relationships and some such as Cisco and Pfizer have even created high-level divisions or departments in their organization explicitly focused on planning, pursuing, and managing outside strategic partnerships. These units not only monitor the alliances (in some cases, dozens at a time) but also develop tools and insights that will allow the organization to engage in SA more successfully.

It is beneficial to use strategic management to gain profound, long-term comprehension and learning in challenging topics such as change evaluation. Since the impact of COVID-19, norms changed, complexities developed and situational elements were identified that could be used to improve and manage operations. This change did not spare the tourism and hospitality industry; as a result, this industry is facing a crisis to recover from pandemics. Keeping this in mind, researchers struggle to investigate the phenomenon; quested advantages may be derived for rehabilitation. Strategic leadership perspective is one of them that can be used for more significant tourism industry benefits. Leaders are required to prepare strategies for developing technical abilities to increase the efficiency of their organisations. It must become necessary to have a strategic aim to change existing social and cultural values, religious standards and psychological attitudes under their vision. This chapter aims to apply the theory of change to manage the tourism and hospitality industry's recovery, focusing on strategic leadership's theoretical framework and strategic intent. The chapter includes a study of the literature to determine the effectiveness of strategic intent in the leadership of the tourism industry. In addition, this work debates about building a better and more comprehensive understanding of the factors that influence, contribute to and relate to strategic intention. This chapter draws several beneficial propositions for readers, academicians and practitioners.