Journal articles on the topic 'Strategic leadership development'
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Blackmore, Paul, and Richard Blackwell. "Strategic leadership in academic development." Studies in Higher Education 31, no. 3 (June 2006): 373–87. http://dx.doi.org/10.1080/03075070600680893.
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Longenecker, Clinton, and Gary S. Insch. "Senior leaders’ strategic role in leadership development." Strategic HR Review 17, no. 3 (June 11, 2018): 143–49. http://dx.doi.org/10.1108/shr-02-2018-0014.
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Purpose The purpose of this paper is to identify the specific practices senior leaders need to engage in to best support their organization’s leadership development initiatives. All organizations invest billions of dollars around the world in leadership development, but there is surprisingly little attention given to the important role that senior leaders play in supporting these efforts. This paper draws upon focus group research with those responsible for designing and implementing leadership development initiatives to identify the strategic role senior leaders play in formal leadership development efforts. Design/methodology/approach To explore this issue, we conducted structured focus groups with over 250 executives, HR leaders and talent managers from over 30 different global organizations. Participants were responsible for leadership development in their respective organizations, averaged 44 years of age, 18 years of work experience, and were 54 per cent men and 46 per cent women. These focus groups were being used to solicit the input of those responsible for leadership development to identify the specific things senior leaders need to do to best support these leadership development efforts. The participants were asked to answer the following question, “Based on your experience, what specific things do senior leaders in your organization need to do to best support your efforts at developing high performance and strong leadership talent?” Findings Focus groups identified a series of key senior leader behaviors that are necessary to support an organization’s leadership development efforts. These findings, included the importance of senior leadership commitment to the process, the identification of specific leadership behaviors necessary to support these initiatives, the requirement of clearly understanding the organizations leadership development process, providing appropriate financial, staffing and technology resources to support these efforts, creating a climate of continuous learning and role modeling appropriate behaviors, among other findings. Research limitations/implications While the focus groups in this research and the subsequent qualitative and quantitative analysis of the findings were rigorous, the participants were not a randomly selected group and were by definition a convenience sample. At the same time, the implications of this research are significant on this important subject and provide a solid baseline for both practitioners and researchers alike to help explore, identify and build on best practices for senior leaders to support organizational leadership development initiatives. Practical implications Leadership is the key to success in any organization. To maintain that success, leadership development and continuous learning is imperative. This paper provides ten specific practices based on the focus group research that can help senior leaders create a more supportive environment for effective leadership development initiatives. The methodology used to identify these factors can be duplicated in other organizations to help them build an appropriate model for senior leader support for leadership development in their enterprise. Social implications The social implications for improving any organizations’ leadership is significant. It is known that effective leaders foster innovation, improve teamwork, create a more positive workplace, drive continuous improvement in quality, reduce turnover and improve the financial performance of most enterprises. With this backdrop, organizations can and must do everything in their power to accelerate leadership development and to engage in activities that do so. This paper will help pinpoint leaders and leadership development researchers and experts in that direction. Originality/value This manuscript offers a unique perspective on the role of senior leaders from the perspective of those who design leadership development programming in their organizations. And given both the readership and focus of this journal, this is an important perspective which takes into account the operational demands of leadership development in the strategic role senior leaders play in supporting these efforts.
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Sarfraz, Haniya. "Strategic leadership development: simplified with Bloom’s taxonomy." Industrial and Commercial Training 49, no. 1 (January 3, 2017): 40–47. http://dx.doi.org/10.1108/ict-08-2016-0056.
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Purpose The purpose of this paper is to suggest and state that an individual or company who aims to follow through the strategic leadership improvement pathway will find Bloom’s taxonomy useful practically when it comes to self-evaluation and simplification. Design/methodology/approach The global leadership survey statistics and findings are stated to define why global leadership is important and needed. In addition, there is an emphasis on the global confluence of markets, economy and technology, and how in the upcoming decades individuals would be required to build the skills stated in Bloom’s taxonomy in order to sustain and enhance their employment value. A strategic leadership development toolkit is used. Then Bloom’s taxonomy is infused with it, hence providing a practical implementation of how taxonomy simplifies the strategic leadership development process in organizations. Findings Statistics and facts of global leadership and technological surveys and studies are highlighted to emphasize the significance of strategic leadership. The required abilities needed in strategic leadership are linked to the six levels of thinking in Bloom’s taxonomy, thus implying that it can be used in the strategic leadership development process. Originality/value It is suggested that Bloom’s taxonomy should not only be used for educational purposes but can aid leaders in their quest to develop strategic leadership abilities and simplify the process to start and sustain their organization’s prosperity.
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Canals, Jordi. "Global leadership development, strategic alignment and CEOs commitment." Journal of Management Development 33, no. 5 (May 6, 2014): 487–502. http://dx.doi.org/10.1108/jmd-02-2014-0014.
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Purpose – Global corporate strategy has moved faster than global leadership development in many companies. This outcome has created some leadership problems: global companies may not have enough leaders in their growth markets or leaders with the required global competencies in their headquarters. The purpose of this paper is to offer some concepts that may help companies tackle those problems. Design/methodology/approach – This paper has a conceptual basis. It draws on previous theoretical knowledge on global leadership development and the experience of some leadership programs in global companies. Findings – The first is that global leadership competencies should be based on the functions that global leaders need to perform and their specific context, not on some theoretical notions isolated from the business context. The second is the need for alignment of global leadership development with the firm's purpose and strategy. The third is that CEOs’ commitment is a key factor in making global leadership initiatives successful. Research limitations/implications – This is a conceptual paper based on business experience. It needs to be complemented with additional empirical work. Practical implications – Global leadership development should be based on real global business functions. Global leadership development should be aligned with the firm's purpose and strategy and its success depends on CEOs’ commitment. Originality/value – The study of global capabilities needs to observe what happens in companies that have global leadership programs. Global leadership development takes place in specific organizations. This paper gets theory closer to the practice of global leadership development.
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Schweitzer, Jochen. "Leadership and innovation capability development in strategic alliances." Leadership & Organization Development Journal 35, no. 5 (July 1, 2014): 442–69. http://dx.doi.org/10.1108/lodj-01-12-0001.
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Purpose – The purpose of this paper is to examine whether heterogeneity in alliance capability development can be attributed to the use of certain intra-firm leadership behaviors. The author suggests that transformational leadership behaviors have a stronger influence on the development of innovation (dynamic) capabilities of a strategic alliance than on the development of operational (substantive) capabilities, and that transactional leadership behaviors mainly preserve operational capabilities. Design/methodology/approach – The author used in-depth expert interviews and a questionnaire survey comprising 369 strategic business alliances to develop and test the theoretical framework. Findings – The data confirm the positive relationship between transformational leadership and the development of innovation and operational capabilities. Yet, transactional leadership behaviors are not only associated with operational capability development, but notably contribute to the development of innovation capabilities. Research limitations/implications – While the study focusses on leadership, there are many more factors that impact on the strategic ability of alliances to deliver innovation outcomes. Other limitations are the multiple levels of analysis in the theoretical model, newly developed measurement scales and that responses for the empirical study only come from one partner of the alliance. Practical implications – The study suggests advantages of exercising the full range of leadership behaviors when seeking innovation alliance outcomes. Originality/value – This research contributes to the strategic management, innovation, leadership, and alliances literature by providing new and empirical validation of the effectiveness of particular leadership behaviors in collaborative settings.
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Zaheenah Chummun, Bibi, and Lizanani Nleya. "Effect of strategic leadership capabilities on the development of organizational citizenship behavior." Problems and Perspectives in Management 19, no. 4 (October 20, 2021): 97–109. http://dx.doi.org/10.21511/ppm.19(4).2021.09.
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Committed employees always demonstrate their organizational citizenship behavior by offering services beyond their leaders’ expectations. They achieve their goals under the leadership of executives with the capabilities to guide the organization to the future. This study examines the impact of strategic leadership capabilities on organizational citizenship behavior in companies offering mobile services in Zimbabwe. To collect data, a survey research method is employed using a 5-point Likert scale questionnaire. Ninety-four questionnaires were randomly distributed to employees of three mobile service providers and a sector regulator in Harare province, Zimbabwe. Eighty-seven questionnaires were completed and returned. Data analysis follows a multiple regression method using the IBM SPSS v27 software to test hypotheses. The study also employs the Sobel test to investigate the mediation effect of organizational commitment on organizational citizenship behavior. Regression model results show that strategic leadership capabilities have a significant effect on organizational citizenship behavior. They further have a statistically significant effect on organizational citizenship behavior through organizational commitment. The results suggest that strategic leaders in the mobile phone sector in Zimbabwe should develop and strengthen strategic leadership capabilities to drive the commitment of their employees to encourage the development of organizational citizenship behavior. Committed employees will offer their services beyond their call of duty.
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Chatchawaphun, Pimpisa, Suwat Julsuwan, and Boonchom Srisa-ard. "Development of Program to Enhance Strategic Leadership of Secondary School Administrators." International Education Studies 9, no. 10 (September 28, 2016): 34. http://dx.doi.org/10.5539/ies.v9n10p34.
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<p class="apa">This research aimed to 1) study principles, attributes and skills needed for secondary school administrators, 2) investigate current situations, desirable conditions and needs for strategic secondary school administrators, 3) develop a strategic secondary school administrator enhancement program, and 4) explore the efficiency level of the strategic secondary school administrator enhancement program by using the developmental research process. Sampling and data collection were as follows: step one, collect data from the relevant literature, publications, online research and academic databases regarding leadership and strategic leadership. Moreover, in-depth interviews were conducted with 7 informants while the elements of strategic leadership were verified by 7 experts. Step 2, 369 directors, deputy directors and heads of the planning programs were consulted for studying current conditions of strategic leadership and needs in development of a strategic secondary school administrator enhancement program. Step 3 required 7 experts to evaluate and comment on the program. Step 4 required a group of 15 directors from 4 schools under the Office of Secondary Schools Services Area Zone 30 for efficiency assessment. Research instruments were an interview form, a questionnaire, and an evaluation form. Statistics used in data analysis and verification were percent, means, standard deviation, Modified Priority Needs Index (PNI<sub>modified</sub>) and Independent t-test. The research results showed that the strategic leadership for secondary school administrators’ enhancement program consisted of 3 modules as module 1 principles of strategic leadership, module 2 strategic leadership attributes and module 3 strategic leadership skills. The application of the program showed that the participants receiving the development for the secondary school administrators’ enhancement program had higher strategic leadership after the development than before, and managed the school more efficiently.</p>
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Mathias, Megan. "Leadership development in governments of the United Arab Emirates." Teaching Public Administration 35, no. 2 (February 20, 2017): 157–72. http://dx.doi.org/10.1177/0144739417690583.
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Developing the next generation of leaders in government is seen as a strategic challenge of national importance in the United Arab Emirates (UAE). This article examines the wicked nature of the UAE’s leadership development challenge, identifying patterns of complexity, uncertainty, and divergence in the strategic intentions underlying current leadership development efforts. It then explores the potential impact of re-framing leadership development programmes for government employees using the concept of ‘public leadership’. Responding to calls in the literature for situated and context-sensitive explorations of leadership, it draws upon recent empirical research and literature to conceptualise public leadership for the UAE before identifying three potential contributions: an orientation towards collective, public values; a connection into needed skills frameworks; and access to innovations in the design of public leadership development interventions. The article concludes that the re-framing of ‘public leadership’ has the potential to help make substantial progress on the UAE’s strategic leadership development challenge, but is not a silver bullet. Further research on both the concept, and its impact if adopted for leadership development programmes, will be required.
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Vaghefi, M. Reza, and Alan B. Huellmantel. "Strategic leadership at general electric." Long Range Planning 31, no. 2 (April 1998): 280–94. http://dx.doi.org/10.1016/s0024-6301(98)00012-0.
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Raver, Celeste K., Andrew K. Ledford, and Michael Norton. "A Strategic Organizational Approach to Developing Leadership Developers." Journal of Character and Leadership Development 10, no. 1 (December 23, 2022): 15–28. http://dx.doi.org/10.58315/jcld.v10.253.
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In leadership development, the emphasis is often on the direct development of the individual, focusing on the individual’s development as a leader or on skills to deal with the process of leadership. However, less attention is paid to developing those that develop the leaders—the leadership developers. This article provides two frameworks to consider in developing leaders through a layered approach focused on leadership developers rather than simply those that are being developed. The first framework highlights the levels of leadership development within an organization: the emerging leaders, those that develop the leaders—leadership developers, and those that develop the leadership developers—leadership tutors. All levels require cognitive understanding of the necessary leadership concepts—knowing, behavioral patterns that foster success—doing, and cultivation of affective qualities of “being a leader.” The article highlights how the experiential learning cycle serves as a foundation for both leader and leadership development as it enables emerging leaders to grow in the domains of knowing, doing, and being a leader and gaining leadership skills. The article further highlights how leadership developers support the development of emerging leaders by actively engaging the experiential leader cycle. The second framework links the experiential learning cycle with a deliberately developmental organization focused on continued growth of those within the organization relative to core leader and leadership competencies. The deliberately developmental leadership organization utilizes principles embedded into the culture of the organization, practices enacted by all in the organization, and community to robustly form successful leaders.
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Snars, J., M. J. Tobin, and A. Keller. "Strategic leadership and management skills — Development in psychiatry." Australian and New Zealand Journal of Psychiatry 34, s1 (January 2000): A63. http://dx.doi.org/10.1080/000486700770.
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Shao, Lingling. "A Review of the Research on the Mechanism of Strategic Leadership at the Organizational Level." Journal of Education, Humanities and Social Sciences 4 (November 17, 2022): 70–89. http://dx.doi.org/10.54097/ehss.v4i.2725.
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In the more competitive business landscape brought about by the rapid development of globalization, strategic leadership has become the key to the long-term success of enterprise organizations, which has attracted extensive attention in the field of practice and research. It is not only now, but will always be an important and hot research field. In the development of social economy and the excellent enterprise, for enterprise leadership is crucial to the success of the strategy implementation, and strategic leadership as a combination of strategy and leadership functions, is more important, among them, we analyzed the strategic leadership performer refers to as an organization is responsible for determining the development direction and long-term development goals and promote the goals of top managers. Through the review and summary of relevant literature on strategic leadership, this paper discusses the effects of strategic leadership from different perspectives such as positive organizational behavior perspective and ambivalent learning theory, and actively introduces the theory of harmonious management to make up for the deficiencies of existing research on strategic leadership. Finally, the future research direction of strategic leadership is prospected, and my own views and suggestions are put forward, aiming to provide reference and guidance for the subsequent research.
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Norzailan, Zumalia, Rozhan B. Othman, and Hiroyuki Ishizaki. "Strategic leadership competencies: what is it and how to develop it?" Industrial and Commercial Training 48, no. 8 (October 3, 2016): 394–99. http://dx.doi.org/10.1108/ict-04-2016-0020.
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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.
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Jha, Sumi, and Som Sekhar Bhattacharyya. "Anand Automotive Limited: leadership development process for creating strategic impact." Emerald Emerging Markets Case Studies 3, no. 3 (June 28, 2013): 1–16. http://dx.doi.org/10.1108/eemcs-02-2013-0013.
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Subject area Leadership development for strategic impact in high growth export driven organization. Study level/applicability The case is suitable for second and final year students of a two year post graduate management programme (Master's level) on the following courses: leadership – on development of organization wide leadership processes; talent management – for identifying, nurturing and retaining talent in an organization and for developing leadership capabilities in managers; and strategic human resources (HR) – regarding building leadership development and talent management initiatives for creating a strategic level impact in the organization and its joint ventures. Case overview In about 45 years since its inception Anand Automotive Limited (AAL) has established itself as one of the premium firms in auto ancillary manufacturing and export. This case demonstrates how AAL built its leadership development programme. Further, the case elaborates on the coach/coachee mentorship programme at AAL. The case further explores the various initiatives under the broad umbrella of the Anand Leadership Development Programme (ALDP). The ALDP process has been woven into the fabric of HR practices of the organization. AAL sales turnover was USD1.2 billion in 2012 and it has a goal to achieve a turnover of USD2 billion by 2015. Mr K.C. Bhullar, the group head HR, had to plan an HR system which will embed leadership in the tapestry of AAL as an organization. The amalgamation of ALDP in AAL has to be disseminated across all levels at the 19 plants spread across different locations in India. The ALDP is expected to sprout a large number of leaders in AAL who can usher in an extremely quality focused and conscious organization. Such leaders would in their day-to-day demonstration of leadership at AAL help AAL to become an excellent manufacturing organization. This would help AAL to have a leadership position in the global automobile market. ALDP is also expected to create a band of leaders who would help the organization from very senior level strategic management positions and play leadership roles in its joint ventures. Expected learning outcomes This case can help students to understand how HR practices integrate leadership development programme for the strategic gains of an organization. Students would also understand the role of mentorship in coach/coachee processes. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Al-Subaie, Abdulla Abdulaziz, Mohd Nishat Faisal, Belaid Aouni, and Faisal Talib. "A Strategic Framework for Transformational Leadership Development in Megaprojects." Sustainability 13, no. 6 (March 21, 2021): 3480. http://dx.doi.org/10.3390/su13063480.
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Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.
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O???Connor, Mary. "Strategic Planning for Career Development." JONA: The Journal of Nursing Administration 34, no. 1 (January 2004): 1–3. http://dx.doi.org/10.1097/00005110-200401000-00001.
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Takawira, Blessing, Macdonald Kanyangale, and Emmanuel Mutambara. "An exploratory study towards business sustainability through strategic leadership in emerging pharmaceutical business of South Africa." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 7 (November 6, 2022): 121–30. http://dx.doi.org/10.20525/ijrbs.v11i7.2077.
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Strategic leadership is crucial in today's complex, ever-changing global economy. To achieve wholesale pharmaceutical industry goals, all strategic leaders must be proficient in strategic leadership. Successful pharmaceutical wholesalers focus on strategic planning, process simplification, culture management, and human resource development. This exploratory research examined how strategic leadership can keep a Durban pharmaceutical company competitive in a changing industry. This paper examines how a pharmaceutical company in Durban, South Africa, used strategic leadership to gain a competitive advantage. This research included ten strategic pharmaceutical leaders. Semi-structured interviews were conducted with strategic leaders. The thematic analysis showed how strategic leadership skills and responsibilities keep a company competitive. The results showed that Alpha Pharma's competitive advantage in Durban was impacted by strategic thinking, emotional intelligence, diversity management, and collective leadership. This study confirms that strategic leadership involves establishing a course of action, dealing with business complexities, advocating for a new organisational structure, shaping the company's culture, and developing its human resources. Research about strategic leadership helps pharmaceutical companies build internal capabilities and adapt to a changing market.
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Johnson, Graham. "Strategic leadership development program at the University of York." Strategic HR Review 9, no. 4 (June 22, 2010): 5–12. http://dx.doi.org/10.1108/14754391011050351.
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Hopkins, Margaret M., Deborah A. O'Neil, Angela Passarelli, and Diana Bilimoria. "Women's leadership development strategic practices for women and organizations." Consulting Psychology Journal: Practice and Research 60, no. 4 (2008): 348–65. http://dx.doi.org/10.1037/a0014093.
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Jha, Vidhu Shekhar, and Suneel Arora. "Strategic leadership for corporate sustainable development at Tata Steel." International Journal of Indian Culture and Business Management 7, no. 3 (2013): 283. http://dx.doi.org/10.1504/ijicbm.2013.056209.
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Lawrence, Tom. "Global Leadership Communication: A Strategic Proposal." Creighton Journal of Interdisciplinary Leadership 1, no. 1 (May 15, 2015): 51. http://dx.doi.org/10.17062/cjil.v1i1.8.
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<p>Organizations face a myriad of challenges as the world interconnects through the process of globalization. In order to sustain viability and produce competitive advantage, organizations must develop a global communication strategy. Communication skills need to be developed at all levels of the organization, from a coherent mission statement to individual employee development. Organizations need global leaders, capable of moving in and through divergent cultural environments. Identifying and equipping these future leaders is an antecedent to success in the global marketplace. This paper offers an instructive model to guide organizations as they face increasingly complex, cross-cultural environments.</p>
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Munga, Joseph, and Clare Gakenia. "Strategic Leadership, External Environment, and Performance of Small and Growing Businesses in Nairobi County, Kenya." Journal of Strategic Management 6, no. 2 (April 23, 2022): 67–85. http://dx.doi.org/10.53819/81018102t6007.
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Small and growing businesses are considered as the primary forces for sustainable economic growth and rapid industrialization. Despite their great potential, small and growing businesses face many challenges and as a result, most of them perform dismally and are eventually edged out by competitors. Given the studies done which recognize the role of strategic leadership practices on performance, the present leaders of small and growing businesses are viewed not only to be steering their companies through the process of strategic planning, mission development, and evaluation, but also to actively handle strategic leadership practices and firm performance. The overall objective of the study was to explore the impact of strategic leadership on performance of small and growing businesses in Nairobi County. The specific objectives of the study were to determine the influence of strategic direction, core competencies, human capital development and sustaining organizational culture on the performance of small and growing businesses in Nairobi County and to further establish the moderating role of operating environment on the relationship between strategic leadership and performance of small and growing businesses in Nairobi County. This research was based on five theories namely: strategic leadership theory, path-goal leadership theory, trait theory, performance maximization theory and contingency theory. To satisfy these objectives, both descriptive and explanatory research design were adopted. The population of this study was all the 1539 small and growing businesses in Nairobi County’s Central Business District. Stratified random sampling was used as the sampling design while Yamane formula was used to compute the sample size of 318 SGBs. A self-administered questionnaire was used as the major tool for data collection. Both Google forms and hard copy questionnaires were used to collect data. The questionnaire consisted of three sections focusing on general information about the respondent and the organization, strategic leadership and actions that are geared towards performance and finally the level of organizational performance. Descriptive and inferential statistics were utilized for data analysis purposes. The study achieved a response rate of 66%. The study found that strategic direction, human development, and organizational culture have positive and significant effect on organizational performance with p values 0.000, 0.025 and 0.019 respectively while core competencies were found to have a positive but non-significant effect with p value being 0.053. External environment was also found to have a significant moderating effect on the relationship between strategic leadership and organizational performance. The study concluded that strategic leadership is an important aspect in any organization as it leads to improved organizational performance. Keywords: Strategic Leadership, External Environment, Small and Growing Businesses, Strategic Direction, Core competencies, Human Capital Development, Sustaining Organizational Culture
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Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (February 1, 2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.
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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit
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Chan, Chi Wai. "Leading today’s kindergartens." Educational Management Administration & Leadership 46, no. 4 (February 27, 2017): 679–91. http://dx.doi.org/10.1177/1741143217694892.
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Studies on school leadership in Hong Kong have mainly focused on primary and secondary schools, with only a handful of studies looking at leadership in early childhood education. This paper aims to report the findings of a study on strategic leadership in Hong Kong’s kindergartens. It discusses the challenges that Hong Kong kindergarten leaders are facing and the need for practising strategic leadership. It then reports the findings of practices valued by the leaders of Hong Kong kindergartens. The findings of this study reveal, that apart from the abilities to exercise sound planning and management in school, leaders’ reflective, flexible and systems thinking and their willingness in continuous professional and network development are crucial to leading today’s kindergartens. This study also indicates that leaders’ contextual intelligence is important for exercising strategic leadership. The significance of this study lies in its contribution to the investigation of leadership practices in early childhood education, the need to further explore how well kindergarten leaders are practising strategic leadership and the implications for the development of principal preparation programmes.
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Ribeiro, Bernard. "Unity and leadership." Bulletin of the Royal College of Surgeons of England 88, no. 3 (March 1, 2006): 78–79. http://dx.doi.org/10.1308/147363506x100950.
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Following a recent meeting of Council it was agreed that the College should reaffirm its strategic aims and move forward to define a business plan for the next three years. In order to do this, Professor Tony Mundy has been asked to reconvene the strategy group to define the immediate priorities for 2006–2007, mindful of the requirements of Modernising Medical Careers and the intercollegiate surgical curriculum project. Council agreed that the strategic aim to provide strong leadership and support for all surgeons in all matters relating to their surgical practice, throughout their surgical careers in the interest of patients, should be the priority. This requires further development of the infrastructure of the College to support this aim.
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Kazmi, S. Asiya Z., Marja Naarananoja, and Juha Kytola. "Harnessing New Product Development Processes through Strategic Thinking Initiatives." International Journal of Strategic Decision Sciences 6, no. 3 (July 2015): 28–48. http://dx.doi.org/10.4018/ijsds.2015070103.
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This paper evaluates the role of strategic thinking to support multinational organization's new product development initiatives. Furthermore, it emphases how organizational commitment to empower its work team's leadership capability can be highlighted in the form of weak areas through specialized survey. The research outcomes highlighted the gaps in the subject organization's NPD initiatives through drawing attention to the grey areas present in the overall corporate strategic leadership environment of its three targeted work locations (i.e. Finland, the UK, and -Norway). Such areas include the potential of the company's internal communication system, data collection and record keeping capability, management's approach to the potential of new idea generation and employees' empowerment. The referred areas are directly linked to the subject company's new product development strategy, corporate initiatives and operational growth.
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Woan, Marion. "Meeting leadership and clinical practice development needs: a strategic approach." Nursing Standard 10, no. 24 (March 6, 1996): 15–16. http://dx.doi.org/10.7748/ns.10.24.15.s63.
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McPhail, Irving Pressley, and Christine Johnson McPhail. "Strategic Planning as a Leadership Development Tool for Midlevel Leaders." New Directions for Community Colleges 2020, no. 191 (July 9, 2020): 21–33. http://dx.doi.org/10.1002/cc.20403.
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Kaufman, Roger. "Practical Strategic Leadership: Aligning Human Performance Development with Organizational Contribution." Performance Improvement 56, no. 2 (February 2017): 16–21. http://dx.doi.org/10.1002/pfi.21664.
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Mohd Ali, Hairuddin bin, and Inas Binti Zulkipli. "Validating a model of strategic leadership practices for Malaysian vocational college educational leaders." European Journal of Training and Development 43, no. 1/2 (February 18, 2019): 21–38. http://dx.doi.org/10.1108/ejtd-03-2017-0022.
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PurposeThe 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/approachThe 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.FindingsThe 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 implicationsThe 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/valueThe 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.
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Beddow, Helen. "Women’s leadership and well-being: incorporating mindfulness into leadership development programs." Development and Learning in Organizations: An International Journal 32, no. 6 (November 5, 2018): 25–27. http://dx.doi.org/10.1108/dlo-11-2018-134.
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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Leadership development programs should include tools and strategies to help women cope with the unique challenges facing them in leadership roles. One such tool is mindfulness, which could help reduce stress and promote greater well-being. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Yan, Karl. "Strategic groups and local railway development in China." Asian Education and Development Studies 9, no. 3 (April 28, 2020): 363–74. http://dx.doi.org/10.1108/aeds-10-2019-0164.
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PurposeWhat are the mechanisms through which Chinese municipal leaders overcome implementation breakdown? This study, through process tracing, archival work and semi-structured interviews, examines the implementation of three sub-municipal-level railway projects involving the same principals and agents over the same period of time.Design/methodology/approachThe analysis was guided by the hypothesis that political coordination and the exercise of political and Party leadership played an indispensable role in the two cases of successful policy implementation, and its absence accounts for the case of implementation breakdown.FindingsThe principal finding is that an informal “strategic group” was created to “herd” cadres to overcome the problem of implementation. Herding here refers to the idea that Party leadership, through the use of moral persuasion, encourages cadres moving towards a desired common goal and direction.Research limitations/implicationsThis study is limited in the number of secondary resources (government documents and government and media releases) available to the field interviewees, which the author heavily relied on to complete the study.Originality/valueBuilding on the conceptual work of “strategic groups” by Thomas Heberer, Anna Ahlers, and Gunter Schubert, this study makes an empirical contribution by tracing the process through which an informal strategic group exercises its power to overcome implementation breakdown.
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Oracha, Joan Anyango, Martin Ogutu, Peter K’Obonyo, and Medina Twalib. "Effect of Competitive Advantage on the Relationship between Strategic Leadership and Performance of International Non-Governmental Organizations in Kenya." Journal of Human Resource &Leadership 5, no. 3 (October 16, 2021): 74–85. http://dx.doi.org/10.53819/81018102t2015.
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In developing countries, International Non-Governmental Organizations (INGOs) have taken active and complementary roles in sustainable human development. Despite the role of INGOs in development, the issues of sustainability, availability of funds, and supportive leadership have remained a major challenge in developing countries. The concept of competitive advantage has been recognized as a central building block in strategic management and an important precedent to organizational performance. Competitive advantage is a deliberate effort by the organization to align its internal conditions and capabilities with changes in the external environment. This study sought to establish the mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya The study was anchored on strategic leadership theory, upper echelons theory and resource-based view theories. For methodology, descriptive cross-sectional survey design covering 277 respondents was adopted. Semi structured questionnaires were used to collect data. The study findings indicated that data collection tool/questionnaire was reliable as Cronbach alpha was greater than 0.7 for all variables. The results indicated a significant mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya. This means that the influence of strategic leadership on performance is indirect through competitive advantage. The study concluded that both competitive advantage and strategic leadership concurrently influence organizational performance positively. It is recommended that international non-governmental organization must be able to identify their competitive advantage. Keywords: Strategic Leadership, Competitive Advantage, Performance, International Non-Governmental Organizations & Kenya.
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Anning-Dorson, Thomas, Raphael Kofi Odoom, George Acheampong, and Ernest Tweneboah-Koduah. "Innovation and organizational development: the role of organizational leadership." African Journal of Economic and Management Studies 8, no. 3 (September 4, 2017): 338–51. http://dx.doi.org/10.1108/ajems-06-2016-0091.
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Purpose The purpose of this paper is to assess the moderation effect of organizational leadership on the relationship between service firm’s innovation strategy and organizational development. The study argues that in Ghana where power distance is high, organizational leadership provides the needed impetus for strategies such as innovation to achieve enhanced firm performance. Design/methodology/approach Data were collected from different service firms across Ghana for this study. A confirmatory factor analysis was used for construct reliability and validity checks. Robust regression estimations were then performed to test the hypothesized relationships. Findings The results show that both product innovation as strategy and organizational leadership are positively related to organizational development (i.e. financial and non-financial performance). It was also found that organizational leadership does not only serve as a predictor of strategy formulation but provides the necessary strategic fit between a firm’s strategy and business environment to achieve organizational development. Originality/value This study has shown that in high-power distance cultures, firms that are able to align their leadership orientation with their institutional environment are able to create a better fit between their strategic orientation and business environment in order to enhance organizational development.
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Mareiyo, Margaret Jeptum, and Josphat Kwasira. "Strategic Leadership Practices and Sustainable Performance of Private Primary Schools in Turbo Sub County, Uasin Gishu County, Kenya." Journal of Business and Strategic Management 7, no. 3 (October 10, 2022): 49–75. http://dx.doi.org/10.47941/jbsm.1061.
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Purpose: This study sought to establish the influence of strategic leadership practices on sustainable performance of private primary schools in Turbo Sub County, Kenya. The study specifically aimed at establishing the influence of Strategic direction practices, human capital development practices, ethical leadership practices and Strategic communication practices on sustainable performance private primary schools in Turbo Sub County. The study was guided by the following theories; System Theory, Human Capital Theory, Path Goal Leadership Theory and Communication Theory.
Methodology: This study used descriptive survey research design. The target population comprised of 93 private primary schools in Turbo Sub County, Uasin Gishu County. The unit of observation was both head teachers and senior teachers. All head teachers and one senior teacher from each primary school were targeted in the study making a total of 186 respondents. Research instruments used in this study was questionnaires. Descriptive and inferential statistics were used to analyse the data with the aid of the Statistical Package for Social Sciences (SPSS) version 26. Descriptive statistics included percentages, frequencies, mean and standard deviation. Inferential statistics comprising of correlations and regression were applied in assessing the relationship between the study variables.
Findings: The study established that Strategic direction practices, Human Capital Development Practices, Ethical Leadership Practices and Strategic Communication bears a positive and significant influence on sustainable performance of private primary schools in Turbo Sub County, Kenya. This is shown by respective beta values of 0.296, 0.534, 0.628 and 0.335 and respective significant values of 0.003, 0, 0 and 0.
Unique contribution to theory, practice and policy: The findings led to conclusions that Strategic direction practices, Human Capital Development Practices, Ethical Leadership Practices and Strategic Communication influences sustainable performance of private primary schools in Turbo Sub County to positive and significant level. The study recommended the management of private primary schools in the Sub County to enhance practices surrounding Strategic direction, Human Capital Development, Ethical Leadership and Communication since the practices results into improved sustainable performances.
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Burrell, Darrell Norman. "Assessing the Value of Executive Leadership Coaches for Cybersecurity Project Managers." International Journal of Human Capital and Information Technology Professionals 10, no. 2 (April 2019): 20–32. http://dx.doi.org/10.4018/ijhcitp.2019040102.
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With the complex nature of impacts of cybersecurity breaches, it is critical that organizational have cybersecurity project managers that can make sound managerial and leadership decisions. Often cybersecurity project managers act quickly with managerial decisions at work. When time is of the essence, strategic thinking, strategic communication, and strategic decision making are critical to organizational effectiveness and productivity. Decision making and strategic communications are just a few skills that executive leadership coaches can teach. This article explores the values and potential benefits of executive coaching as a leadership development tool for information technology and cybersecurity project managers.
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Alzawahrah, Hamza, and Maha Alkhaffaf. "THE IMPACT OF STRATEGIC LEADERSHIP ON ORGANISATIONAL AMBIDEXTERITY AT THE KING ABDULLAH II DESIGN AND DEVELOPMENT BUREAU (KADDB)." International Journal of Engineering Science Technologies 5, no. 3 (May 29, 2021): 20–38. http://dx.doi.org/10.29121/ijoest.v5.i3.2021.193.
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This study aimed at identifying the impact of strategic leadership dimensions, such as defining strategic direction, investing strategic capabilities, and implementing balanced organisational supervision, on the organisational ambidexterity dimension at the King Abdullah II Design and Development Bureau (KADDB).
The sample consisted of the directors at top and middle management at KADDB, totalling 92 directors. Further, a questionnaire was used as a tool for data collection through Google Forms for the convenience of data collection and edition. 86 valid questionnaires were retrieved before the analytical descriptive approach was used, and, following this, data analysation and hypotheses tests were carried out according to the descriptive statistic measures and statistical analysis program Smart PLS v. 3.
The results indicated high relative importance of the strategic leadership and organisational ambidexterity at KADDB, and, notably, a statistically significant impact of strategic leadership was approved on organisational ambidexterity at KADDB at the significant level (P ≤ 0.05). This significant impact was approved for all the dimensions of strategic leadership except for the dimension ‘promoting human capital’.
In light of the findings, the researchers recommended that KADDB should: improve organisational ambidexterity and its activities (exploration and exploitation) by organising special steering committees for this purpose within the business development department at KADDB; pay more attention to environmental scanning; balance the patterns of results-based monitoring and control; empower employees; and, finally, improve the current recruitment, promotion, and reward systems.
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Edwards, Anne. "A tool for public services research and development." International Journal of Public Leadership 11, no. 1 (February 9, 2015): 21–33. http://dx.doi.org/10.1108/ijpl-11-2014-0019.
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Purpose – The purpose of this paper is to introduce in detail a research tool, which was first used to examine how the motivated actions of leaders in public services, such as Directors of Children's Services, take forward their strategic purposes and subsequently adapted for revealing the strategic actions of Family Support Workers. Design/methodology/approach – The theoretical bases for the research tool are given in some depth and examples of the tool and its possibilities for adaptation are provided. Findings – This conceptual paper provides a resource for examining the connection between strategic purposes and motivated actions in everyday leadership practices. Research limitations/implications – The explication of theoretical foundations of the tool prepares the ground for further adaptations to meet the needs of other research studies which aim at analytically linking actions and strategies in studies of leadership in the public services. Practical implications – The tool has proven potential as a resource for reflective practice and professional learning. Originality/value – The arguments are based in cultural-historical approaches to understanding motivated action in institutional practices. This approach has been employed in a study of leadership in children's services, and the present paper gives detailed access to the main methodological device used in that study.
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Bushuyev, Sergey, Nataliia Bushuyeva, Denis Bushuyev, and Victoria Bushuyeva. "STRATEGY FOR SUSTAINABLE DEVELOPMENT OF RAPID GROWING ORGANIZATIONS." Bulletin of NTU "KhPI". Series: Strategic management, portfolio, program and project management, no. 1(5) (July 31, 2022): 23–28. http://dx.doi.org/10.20998/2413-3000.2022.5.2.
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The strategy of sustainable development of fast-growing organizations is considered. The strategic architecture of sustainable development of organizations on the basis of projects and programs is given. Strategic architecture includes processes of production excellence, product leadership in the market, sustainability of the organization, consumer orientation. Strategic architecture shows what opportunities and competencies need to be built now, what new customers may be coming soon, what new channels to promote products or services need to be explored today, what changes within the organization are needed right now. When building an organization's development strategy, it is necessary to define reform goals based on the organization's strategic priorities, key competencies and strategic priorities of the organization, involve employees in situation analysis, identify key competencies and choose strategic priorities, constantly assess the extent to which selected priorities help The life cycle of projects of sustainable development of knowledge and management technologies is determined. The key competencies and strategic priorities of the organization for the implementation of the strategy of sustainable development are considered. Economic factors of a fast-growing organization allow assessing strategic priorities, projects and sustainable development programs. Organizational growth cycles and growth accelerators are key elements in building projects and programs of strategic development of organizations. The proposed concept of growth cycles is a model of the driving forces of sustainable development, which have become an improvement of modern strategic schemes, and helps to explain why some organizations have achieved a dominant position. Let's define the following types of growth accelerators as fixed cost reduction, market image and brand. The corporation's market leadership increases attention and trust in its products through advertising, positive word of mouth, "fashion factor", partner management, recruitment and mediation.
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Kvas, Olena, Valeriya Milyayeva, and Tetiana Pantiuk. "DEVELOPMENT OF LEADERSHIP POTENTIAL OF DEPARTMENTS AS AN INSTRUMENT FOR INSTITUTIONAL LEADERSHIP IMPLEMENTATION OF THE UNIVERSITY." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 1 (May 21, 2019): 309. http://dx.doi.org/10.17770/sie2019vol1.3891.
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The current development of higher education in Ukraine is conditioned by such key requirements as professionalization of university management and staff development of the university (new staff policy). Purpose of the article: to research and to justify the development system of departments leadership potential as an instrument for professional management of higher education. Methods: theoretical methods: theoretical and terminological analysis, strategic sessions, interviews, Thomas PPI method (International Certified Test) by R. Belbin; mathematical methods for analyzing empirical data.The development system of University departments leadership potential includes the following vectors: designing of the departments development strategy; analysing of internal and external resources; team - building; strategy implementing; results monitoring. Planning, implementing, evaluating and reflecting are the stages of departments leadership development. Planning: defining of strategic and operational goals; implementing: analysing of PESTLE and human resources; evaluating: identifying of strengths and weaknesses, responses to changes, cohesion; reflecting: educational quality assesing by round-up survey.Leadership’s potential development of departments of the university is a complex and non-linear educational system related to the university’s leadership potential. The attempt to explore it is made in our research. The units, goals, values and university development are realized by developing the leadership’s potential. The leadership’s potential of the university is an actual product of the article. It is determined that the scientific basis of the problem underlined in the research is sufficient to select the appropriate methodology (systematic approach), definition of the content, stages of the research, conclusions formation. The readiness to change, subordinate personal goals to team tasks, learn new and form actual competencies, help others, destroy stereotypes and accept challenges need the development. It is possible in terms of team leadership. It is grounded that the professionalization of university management is an actual and unresolved problem. It requires further research and implementation of European experience in the practice of higher education in Ukraine.The professionalization of university management is an urgent and unresolved problem. It requires further research and implementation of European experience in the practice of higher education in Ukraine. The presented development system of departments leadership potential in higher educational institutions is value-oriented. It is based on trust and responsibility. The implementation in university practice will provide the institutional leadership of higher education of Ukraine and its further integration into the European space.
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Triwiyanto, Teguh, Junaidin Junaidin, and Asmaa Abusamra. "PENGARUH CONSUMPTION ABROAD DAN PERKEMBANGAN TEKNOLOGI TERHADAP PERUBAHAN KEPEMIMPINAN STRATEGIS PENDIDIKAN TINGGI." Jurnal Administrasi dan Manajemen Pendidikan 4, no. 1 (March 31, 2021): 32. http://dx.doi.org/10.17977/um027v4i12021p32.
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Abstract: Consumtion abroad is one of the real impacts of globalization, there is a movement of consumers going abroad and have non-resident status where services are consumed, including higher education. In Indonesia, economic growth is influenced by the level of education and technology, both of which converge in the classroom teaching and learning. Higher education has a strategic role to play in meeting education and technology in the teaching and learning classroom. The factors of knowledge and power, domestic politics, in education have a lot of influence on the development direction of this strategic field. Considered and careful strategic leadership, preserving distinctiveness, and promoting equality among cultures are the long-term commercial interests of higher education, as well as offering individual and social benefits. Key words: Consumption Abroad; technological developments; changes in strategic leadership Abstrak: Consumtion abroad merupakan salah satu dampak globalisasi yang nyata, terjadi arus perpindahan konsumen pergi ke luar negeri dan berstatus bukan penduduk dimana jasa dikonsumsi, termasuk pendidikan tinggi. Di Indonesia, pertumbuhan ekonomi dipengaruhi oleh tingkat pendidikan dan teknologi, keduanya bertemu di dalam kelas pengajaran dan pembelajaran. Pendidikan tinggi memiliki peran strategis terhadap pertemuan pendidikan dan teknologi dalam kelas pengajaran dan pembelajaran tersebut. Faktor-faktor pengetahuan dan kuasa, politik domestik, dalam pendidikan banyak memberikan pengaruh terhadap arah pengembangan bidang strategis tersebut. Kepemimpinan strategis yang dipertimbangkan dan berhati-hati, menjaga kekhasan, dan mempromosikan kesetaraan di antara budaya adalah kepentingan komersial jangka panjang dari pendidikan tinggi, serta menawarkan manfaat individu dan sosial. Kata kunci: Consumption abroad; perkembangan teknologi; perubahan kepemimpinan strategis
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Triwiyanto, Teguh, Junaidin Junaidin, and Asmaa Abusamra. "PENGARUH CONSUMPTION ABROAD DAN PERKEMBANGAN TEKNOLOGI TERHADAP PERUBAHAN KEPEMIMPINAN STRATEGIS PENDIDIKAN TINGGI." Jurnal Administrasi dan Manajemen Pendidikan 4, no. 1 (March 31, 2021): 32. http://dx.doi.org/10.17977/um027v4i12021p32.
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Abstract: Consumtion abroad is one of the real impacts of globalization, there is a movement of consumers going abroad and have non-resident status where services are consumed, including higher education. In Indonesia, economic growth is influenced by the level of education and technology, both of which converge in the classroom teaching and learning. Higher education has a strategic role to play in meeting education and technology in the teaching and learning classroom. The factors of knowledge and power, domestic politics, in education have a lot of influence on the development direction of this strategic field. Considered and careful strategic leadership, preserving distinctiveness, and promoting equality among cultures are the long-term commercial interests of higher education, as well as offering individual and social benefits. Key words: Consumption Abroad; technological developments; changes in strategic leadership Abstrak: Consumtion abroad merupakan salah satu dampak globalisasi yang nyata, terjadi arus perpindahan konsumen pergi ke luar negeri dan berstatus bukan penduduk dimana jasa dikonsumsi, termasuk pendidikan tinggi. Di Indonesia, pertumbuhan ekonomi dipengaruhi oleh tingkat pendidikan dan teknologi, keduanya bertemu di dalam kelas pengajaran dan pembelajaran. Pendidikan tinggi memiliki peran strategis terhadap pertemuan pendidikan dan teknologi dalam kelas pengajaran dan pembelajaran tersebut. Faktor-faktor pengetahuan dan kuasa, politik domestik, dalam pendidikan banyak memberikan pengaruh terhadap arah pengembangan bidang strategis tersebut. Kepemimpinan strategis yang dipertimbangkan dan berhati-hati, menjaga kekhasan, dan mempromosikan kesetaraan di antara budaya adalah kepentingan komersial jangka panjang dari pendidikan tinggi, serta menawarkan manfaat individu dan sosial. Kata kunci: Consumption abroad; perkembangan teknologi; perubahan kepemimpinan strategis
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Naim, Mohammad F., and Usha Lenka. "Organizational learning and Gen Y employees’ affective commitment: The mediating role of competency development and moderating role of strategic leadership." Journal of Management & Organization 26, no. 5 (May 10, 2018): 815–31. http://dx.doi.org/10.1017/jmo.2018.19.
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AbstractThe present study is aimed at investigating the impact of strategic leadership on the affective commitment of Gen Y employees working in the Indian IT industry. Also, the link between organizational learning and affective commitment is examined alongwith the effect of competency development in mediating the relationship between them. A primary data were collected from a sample of 356 Gen Y employees (born between 1980 and 2000) from IT industry in Delhi, NCR India. Data analysis was carried out using CFA and an SPSS macro named PROCESS. Findings reveal that organizational learning has a direct influence on the affective commitment of Gen Y employees and competency development mediates the relationship between the two; also strategic leadership positively moderates the linkage of organizational learning and competency development. This study contributes to the literature on strategic leadership, organizational learning, competency development, and affective commitment.
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Hough, Johan, and Retha Scheepers. "The impact of strategy and organizational factors on corporate entrepreneurship." Corporate Ownership and Control 8, no. 2 (2011): 252–58. http://dx.doi.org/10.22495/cocv8i2c2p2.
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Large companies create new businesses as an innovative way of solving challenging problems but also see new internal ventures as a way of increased entrepreneurial behaviour and sustained differentiation. However, strategic leadership is crucial to develop an organizational environment needed to increase the entrepreneurial orientation and motivation in established businesses. This paper focus on strategic leadership and selected salient organizational factors that aid in the development of corporate entrepreneurship (CE). A cross sectional telephone survey of 315 South African companies indicated that strategic leadership of an enterprise is crucial to create the right environment and develop and support organizational structures and CE. Strategic leadership which encourages autonomy and provides rewards for entrepreneurial behaviour creates a supportive organizational structure to strengthen corporate entrepreneurship.
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Maheshwari, Shilpa Kabra, and Jaya Yadav. "The role of HR in leadership development." Development and Learning in Organizations: An International Journal 33, no. 5 (September 2, 2019): 20–23. http://dx.doi.org/10.1108/dlo-11-2018-0141.
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Purpose Business environments have become more complex, dynamic, and uncertain in the past few decades. To navigate this complexity, organizations need to enhance their competitiveness, improve performance, and build leadership. Though leadership contributes to strategic advantage, the challenge for human resources (HR) to build the next generation of leaders remains. This has sparked the need for practitioners to understand the role of HR in enhancing leadership capability. Design/methodology/approach Using qualitative analysis and practitioner insights, this paper contributes to the understanding of the role of HR in leadership development. Findings The study proposes the HR PACE model for the role of HR in leadership development. Practical implications This study has potentially significant implications for HR, leadership development scholars, and practitioners while designing and implementing leadership development in organizations. Originality/value While empirical studies on how HR practices of recruitment, performance management, training, and development impact organizations exist, there are rare studies assessing the role of HR in leadership development. This study examines the role of HR in leadership development.
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SCHROEDER, STEFFEN H., and URS BALDEGGER. "EMPOWERING LEADERSHIP IN R&D — MODERATING EFFECTS OF THE STRATEGIC AND CULTURAL CONTEXT." International Journal of Innovation Management 24, no. 04 (June 25, 2019): 2050040. http://dx.doi.org/10.1142/s1363919620500401.
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Successful new product development is of crucial importance for the survival of enterprises and for creating and securing competitive positions. In R&D performance in new product development is generally affected by interpersonal leadership. Empowering leadership, specifically, is suitable for this context, as the need for autonomy and achievement, as well as the cooperation of the followers, are taken into account through the support of the leader. However, so far no moderating effects of the context have been examined. Therefore, the present study examined the influence of the contextual factors of strategic, structural, and cultural orientation on the relations between empowering leadership and new product development performance in R&D. Additionally, a wide range of leadership behaviors with transformational and transactional leadership is taken into account in this study. Empowering leadership is assumed to have the highest impact on the R&D context. The moderating effects of the context were investigated in a quantitative design with 116 leaders and 371 respective followers from 32 R&D departments of various branches of industrial enterprises. The results confirmed a main effect of empowering leadership on new product development performance. Additionally, moderation analyses showed moderating effects on strategic and cultural orientation, while structural orientation had no moderating effect. It can be concluded that empowering leadership has a positive effect on new product development performance; nevertheless, the context in which leadership is practiced has to be considered.
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Mthombeni, Morris, Caren Brenda Scheepers, and Viwe Mgedezi. "Gautrain: contextualising strategic leadership of African rapid rail." Emerald Emerging Markets Case Studies 12, no. 2 (June 10, 2022): 1–31. http://dx.doi.org/10.1108/eemcs-01-2021-0011.
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Learning Outcomes After working through the case and assignment questions, students will be able to do the following: • Analyse the aspects of strategic leadership and evaluate effectiveness of the leadership in the case study. • Identify stakeholders in a large-scale project and differentiate between their needs and sources of power. • Establish what behavioural mechanisms can be used by leaders to gain support from stakeholders with seemingly divergent pro-poor and pro-growth development orientations for expansion in an emerging market context. • Generate recommendations to communicate the benefits of expansion plans. Case overview/synopsis On November 8, 2019, Jack van der Merwe, the chief executive officer of the public rapid rail organisation, Gautrain Management Agency (GMA), was considering how to influence stakeholders to support the pace of the expansion planning phase, without alienating the surrounding communities and balancing the various and sometimes opposing stakeholder interests. The case highlights the background to this dilemma in offering the financial background of the Gauteng province and the evolution of the Gautrain project in the context of an emerging market country characterised by institutions at different development levels and how the unique characteristics of the protagonist could influence stakeholder orientations. The case illustrates how the Gautrain is at the centre of a complex transport conflagration in the South African transport ecosystem. Specific stakeholders and their needs are exposed in the case to enable students to analyse their several levels of influence on the project and proposed expansion. The differences between pro-poor and pro-growth development orientations are also highlighted in this case as input to describe the dilemma Van der Merwe faced in his influencing role in this particular South African context. Students will gain insight into how to manage the tensions between pro-poor and pro-growth orientations. Complexity academic level The case is suitable for a graduate-level course on strategy; organisational behaviour; or leadership. The case is also suitable for a post-graduate-level course on an MBA or MPhil program on strategy and leadership. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management Science.
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KHASAWNEH, Mohammad Shabib. "THE ROLE OF STRATEGIC LEADERSHIP IN STIMULATING TOURISM IN JORDAN." GeoJournal of Tourism and Geosites 32, no. 4 (December 31, 2020): 1384–87. http://dx.doi.org/10.30892/gtg.32428-584.
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The study aimed to uncover the relationship between adopting the strategic leadership approach and enhancing the competitive advantage of the tourism sector in Jordan. To meet this goal, the viewpoint of a sample of (20) people who have extensive exp erience in the field of strategic planning and strategic management was surveyed. The results of the main hypothesis test showed a positive correlatio n between adopting the strategic leadership approach and enhancing the competitiveness of the Jordanian tourism sector.The study re commended the necessity of training leaders in the Ministry of Tourism on the strategic approach and the necessity of adopting strategic pl anning as a basic option to enhance the competitiveness of tourism in Jordan.
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Samba, Codou, David W. Williams, and Robert Fuller. "The Forms, Development, and Use of Intuition in Strategic Leadership Teams." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 17101. http://dx.doi.org/10.5465/ambpp.2019.17101abstract.
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Cullens, James, and Richard Waters. "The confluence of strategic CSR and leadership development at Hays plc." Journal of Global Responsibility 4, no. 2 (September 20, 2013): 244–62. http://dx.doi.org/10.1108/jgr-04-2013-0006.
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