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Gotowe bibliografie tematyczne / Leadership; Strategic Management and Organization / Artykuły w czasopismach

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Artykuły w czasopismach na temat „Leadership; Strategic Management and Organization”

Autor: Grafiati

Data publikacji: 3 czerwca 2025

Data aktualizacji: 31 lipca 2025

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1

Monika, Yadav. "Strategic Management and Effective Leadership." RESEARCH REVIEW International Journal of Multidisciplinary 03, no. 11 (2018): 718–22. https://doi.org/10.5281/zenodo.1644757.

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This research intend to explain strategic management and how strategic management can bring effective, improved and innovative changes in the organization. Strategic management is very important in determination of vision and mission of any organization. Further, it encourages the organization to execute compelling strategies to accomplish that vision. The study tells that leadership serves as a link between the soul and the body of an association. In India, the field of strategic management is slowly coming out of its nascent stage. More and more organizations are following the path, based on

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Suharto, Suharto. "Strategic Leadership: Effective Leadership in Strategic Management." Jurnal Ilmiah Multidisiplin Indonesia (JIM-ID) 2, no. 01 (2023): 38–44. http://dx.doi.org/10.58471/esaprom.v2i01.3959.

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Strategic leadership is defined as the ability of a leader to direct an organization in achieving its strategic goals by utilizing resources optimally. This research aims to investigate the role of strategic leadership in the context of strategic management and its impact on organizational effectiveness. This research uses a qualitative approach with descriptive methods. The results of this research indicate that the implementation of strategic leadership has a significant positive impact on the organization's success in achieving long-term goals. Leaders who apply a strategic approach, with a

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Nutt, Paul C., and Robert W. Backoff. "Transforming Public Organizations with Strategic Management and Strategic Leadership." Journal of Management 19, no. 2 (1993): 299–347. http://dx.doi.org/10.1177/014920639301900206.

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This article suggests how to transform public sector organizations using strategic management and strategic leadership. We summarize the theory and process of strategic management and strategic leadership and suggest propositions that identify key questions in using these processes for the transformational change of public organizations. The propositions consider the unique needs posed by the public sector, the way transformational or radical change must be carried out in and for this type of organization, and how a transformation will redirect and channel the energies of strategic leaders in

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Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (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 e

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Narch, Hilda. "Crisis Management Communications System." Rhetoric and Communications, no. 58 (January 31, 2024): 96–109. http://dx.doi.org/10.55206/dmjz3080.

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Abstract: The article is devoted to the clarification of basic concepts related to crisis management, communications systems, leadership, strategic leadership and its relation to the internal and external factors of crisis management. The study highlights the concept of both strategic leadership and a strategic leader and their significant role in managing educational organizations, maintaining their balance, and evolving and improving their performance in the light of the globalization imposed. The aim is to present study highlights regarding topics that might deter the strategic leader’s wor

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Yadav, Monika. "Strategic Management for Effective Leadership." RESEARCH REVIEW International Journal of Multidisciplinary 03, no. 10 (2018): 947–50. https://doi.org/10.5281/zenodo.1480979.

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Leadership has a crucial effect on the processes of strategic management. Particularly, when you talk about the future of the firm, leadership is one thing that affects it the most. A great leader also pushes its followers and its organization to the extreme in order to attain the foreseen vision. The whole idea behind this published paper is to understand and determine the performing role of authority in the formulation of strategies and their execution with the help of available literature. In order to techniques being implemented fruitfully, leadership comes with challenges that have to be

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Taneja, Sonia, Yasemin Atinc, and Mildred Pryor. "Redefining Strategic Management:." Journal of Accounting, Business and Management (JABM) 30, no. 2 (2023): 19. http://dx.doi.org/10.31966/jabminternational.v30i2.990.

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This article discusses strategic management from the perspectives of various experts in the area as well as from the perspectives of foundational strategic management theories and tools. Current issues are discussed which require strategists to expand their thinking about items which are relevant to the strategic management of their respective organizations. Part of this article is descriptive based on research relating to strategic management experts, theories, and tools. The rest of the article explains in detail the 5P's Leadership Model (which was created by one of the authors) so that it

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Landrum, Nancy E., Jon P. Howell, and Lori Paris. "Leadership for strategic change." Leadership & Organization Development Journal 21, no. 3 (2000): 150–56. http://dx.doi.org/10.1108/01437730010325031.

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Organizations in need of strategic turnaround often seek charismatic leaders to lead change efforts. With the growing popularity of democratizing workplaces, team‐based approaches to strategic change are emerging. The literature on each of these change approaches is reviewed. Several research propositions are offered which suggest that strategic teams can be a better choice than charismatic leaders for turning around an organization. The authors also note the need for future research to compare the effectiveness of charismatic leaders with the effectiveness of strategic teams in planning and i

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Welch, Teresa D., and Todd B. Smith. "Strategic Planning." Nursing Administration Quarterly 47, no. 4 (2023): 283–88. http://dx.doi.org/10.1097/naq.0000000000000597.

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Successful organizations depend on strategic thinkers who understand strategic planning and strategic management. These strategic leaders can proactively manage the constant environmental changes to position their organizations for a competitive advantage and avoid acting in a reactive and defensive manner. However, while organizations are often adept at developing extensive strategic plans, implementation of the plan is often poor or without a definitive strategy. This article addresses key strategies for successful implementation of changes to bring about sustainable cultural change in an or

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Jabbar, Ali Abdulridha, and Ali Mohammed Hussein. "THE ROLE OF LEADERSHIP IN STRATEGIC MANAGEMENT." International Journal of Research -GRANTHAALAYAH 5, no. 5 (2017): 99–106. http://dx.doi.org/10.29121/granthaalayah.v5.i5.2017.1841.

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Leadership has significant impact on strategic management process. Especially it helps to determine the vision and mission of the organization. Further, it facilitates the organization to execute effective strategies to achieve that vision. The purpose of this paper is to find out the role of leadership in strategy formulation and implementation by reviewing the existing literature. The study reveals that leadership serves as a link between the soul and the body of an organization. For the successful implementation of strategies, the challenge of leadership is to be strong but not rude, be kin

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Ali, Abdulridha Jabbar, and Mohammed Hussein Ali. "THE ROLE OF LEADERSHIP IN STRATEGIC MANAGEMENT." .INTERNATIONAL JOURNAL OF RESEARCH- GRANTHAALAYAH 5, no. 5 (2017): 99–106. https://doi.org/10.5281/zenodo.583890.

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Leadership has significant impact on strategic management process. Especially it helps to determine the vision and mission of the organization. Further, it facilitates the organization to execute effective strategies to achieve that vision. The purpose of this paper is to find out the role of leadership in strategy formulation and implementation by reviewing the existing literature. The study reveals that leadership serves as a link between the soul and the body of an organization. For the successful implementation of strategies, the challenge of leadership is to be strong but not rude, be kin

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JOKIĆ, Svetlana, Milena ILIC, Marko RANKOVIĆ, and Branislav MITIĆ. "LEADERSHIP AND MANAGEMENT AND ITS ROLE IN STRATEGIC CHANGE." Annals of Spiru Haret University. Economic Series 19, no. 3 (2019): 91–100. http://dx.doi.org/10.26458/1939.

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Leadership and management, as two important processes in organizations, have a significant impact on all interactions and other processes that occur within an organization. The process of strategic change, important for the survival of organizations in turbulent times, is also conditioned by the roles of managers and leaders and their coordination of resources, vision, and the like.The aim of the paper is to demonstrate the influence of managers and leaders on strategic change (strategy implementation), through secondary and primary research.

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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 organizat

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Kamwiyo, Martha Kanchiputu, and Josephine Ganu. "Does Strategic Leadership Impact Organizational Performance Outcomes Mediated by Crisis Management Practices in Faith-based Health Institutions in Malawi?" International Journal of Research and Innovation in Social Science VIII, no. II (2024): 2523–35. http://dx.doi.org/10.47772/ijriss.2024.802181.

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The paper aims to identify the links between strategic leadership practices, crisis management and organizational performance. Specifically, the paper will examine the characteristics of the top management team, their decision-making process and skills, and how they influence crisis management practices and organizational performance. All data were gathered by means of a methodical review of the literature. Based on the COVID-19 circumstance, it was observed that crisis management was difficult in many firms. The gap that was discovered during the COVID-19 timeframe served as the basis for the

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Snippe, Linda, and Abdul Kara. "Strategic Risk Leadership and Sustainability in an Ever Changing Environment." Studies in Risk and Sustainable Development 397 (2023): 1–18. http://dx.doi.org/10.22367/srsd.2023.397.3.

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PURPOSE: The purpose of this study is to analyze the relationship between sustainable performance and risk management, whereby sustainability (innovation), interdisciplinarity and leadership give new insights into the traditional perspectives on performance and risk management in the field of accounting and finance. DESIGN/METHOD: A number of 58 cases were collected. Due to the substantiated selection, 51 unique cases were used for the data analysis. Using the cases, the researchers built a database with fixed observation categories to operationalize the theoretical framework. This database co

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Nasseef, Mohammed. "The Role of Administrative Leadership in Supporting Culture of Quality and Excellence Based on Kaqa Excellence Model: An Implementation Study." Journal of Business and Management Studies 4, no. 1 (2022): 91–106. http://dx.doi.org/10.32996/jbms.2022.4.1.12.

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Based on the King Abdullah Quality Award (KAQA) excellence model, this study seeks to understand management leadership's role in supporting quality and excellence. The study applied in Saudi Electricity Company, estimated to have (33957) employees in all Saudi Arabian branches (KSA). The current study used a constructed questionnaire with 32 items spanning six dimensions. The first dimension assesses management leadership's role in determining the company's strategic direction, while the second assesses management leadership’s role in monitoring the management system and institutional performa

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Miller, Danny, and Cyrille Sardais. "A concept of leadership for strategic organization." Strategic Organization 9, no. 2 (2011): 174–83. http://dx.doi.org/10.1177/1476127011413757.

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Hebron, L. Adoli, and M. Kilika James. "Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature." Journal of Economics and Business 3, no. 4 (2020): 1598–623. https://doi.org/10.31014/aior.1992.03.04.307.

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A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workf

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Barreto, Tatiane dos Santos. "A CONTRIBUIÇÃO DA PSICOLOGIA NA FORMAÇÃO DA LIDERANÇA." Revista ft 28, no. 138 (2024): 16–17. http://dx.doi.org/10.69849/revistaft/ma10202409251816.

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Psychology, together with strategic management of people, is an area that makes use of organizational strategy to elaborate its objectives, processes, and instruments, standing out for its strategic performance through people. In this sense, it is noteworthy that leadership development is one of the processes that this area carries out in organizations. The general objective was: To present the contribution of psychology, together with strategic management of people, to the development of leaderships. The specific objectives were: A) present the types and characteristics of leaders; B) explain

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Ikendi, Samuel, and Michael S. Retallick. "Strategic Leadership and Management of Multistakeholder Organizations." Journal of Agricultural Education 66, no. 2 (2025): 9. https://doi.org/10.5032/jae.v66i2.88.

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Organizational leaders and managers face several challenges, operating in a complex web of institutions including the parent, funding, and host institutions, which all have divergent interests. One area to explore and advocate for in such situations are roles of leadership and management. Based on a constructivist theoretical orientation, we conducted a case study inquiry into the Center for Sustainable Rural Livelihoods (CSRL) and framed our recommendation based on CSRL as a related multistakeholder organization. We first theorized with literature on artistic and scientific leadership and man

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Kart, Cihan Serhat, and Evin Miser. "Occupational Health and Safety: A Management Organization’s Perspective." Asian Research Journal of Arts & Social Sciences 23, no. 2 (2025): 38–59. https://doi.org/10.9734/arjass/2025/v23i2639.

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Occupational health and safety (OHS) is of critical importance within the complex structure of modern work environments. From a management organization perspective, the effectiveness of OHS practices depends on the harmonious integration of leadership approaches, organizational culture and business processes. This article examines the effects of management theories on OHS practices, the role of contemporary organizational cultures in this area and the effects of leadership styles on OHS performance. From a management organization perspective, Occupational Health and Safety (OHS) is not merely

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Rianto, Muhammad Richo, Farida Jasfar, and Willy Arafah. "Mediating Effect of Organization Learning on the Relationship Between Strategic Change, Knowledge Management and Transformational Leadership ; Case of Indonesia Islamic Banks." Journal of Economic Development, Environment and People 10, no. 3 (2021): 26–49. http://dx.doi.org/10.26458/jedep.v10i3.697.

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This study aims to know influence the mediation of organization learning on strategic change, knowledge management and transformational leadership and performance of Indonesian Islamic Banks. Design / methodology / approach - This study uses quantitative research with a purposive sampling technique with a population of 14 Indonesian islamic banks. The targeted unit of analysis is the Islamic banks manager. There were 239 questionnaires returned and 11 of them did not meet the requirements, so only 228 were used in this study. This study uses SmartPLS 3 to test the hypothesis. This research sho

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Witek-Crabb, Anna. "Maturity of strategic management in organizations." Oeconomia Copernicana 7, no. 4 (2016): 669. http://dx.doi.org/10.12775/oec.2016.037.

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There is some ambivalence with regard to how to improve strategic management of organizations. On the one hand, the example of big companies emphasizes the need for formalization and good organization of strategic management process. On the other hand, the example of small companies draws attention to such qualities as entrepreneurship, flexibility and adaptability. The concept of strategic management maturity embraces both of these priorities. In this paper, a framework for strategic management maturity has been designed. Strategic management maturity was defined as a resultant of: strategic

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Asif, Aymen. "Critical success factors of Strategic Leadership: A literature review." Journal of Educational Paradigms 2, no. 2 (2020): 135–42. http://dx.doi.org/10.47609/0202042020.

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A strategic leader in an organization plays a crucial role in a dynamic business environment. The paper examines an individual's general characteristics as an effective strategic leader with the support of a comprehensive secondary literature review. Data has been secured from three significant databases, i-e, google scholar, SSCI, and Scopus. Secondary research results indicated that being visionary, the strength to have the strategic and creative mindset and the knowledge to develop and maintain the right social capital, and the inclination to have moral integrity are some of the indispensab

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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 (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

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Samir chaloob*, Ahmed, and Hadeel Kadhim Saeed. "Agile Leadership and its Impact on Strategic Recovery." Journal of Economics and Administrative Sciences 30, no. 143 (2024): 56–67. http://dx.doi.org/10.33095/g2yqbx13.

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Purpose: The purpose of this study is to find out whether agile leadership is considered a critical factor in influencing the strategic recovery of leaders in the Iraqi Ministry of Communications or if there is another element that plays a vital role in promoting strategic recovery and what are the organization's steps in the field of study towards implementing agile leadership requirements? Does the organization take serious steps to implement the dimensions of strategic recovery in all its aspects? Is there an impact of agile leadership on strategic recovery in the organization? Theoretical

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Shavkatovna, Miryusupova Nargiza. "Modern methods and models of strategic management of preschool educational organization." European International Journal of Pedagogics 5, no. 3 (2025): 49–51. https://doi.org/10.55640/eijp-05-03-13.

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Strategic management in preschool educational organizations fosters sustainable development, ensuring that institutions meet the evolving needs of early learners. This article explores the integration of contemporary methods and models that enhance operational efficiency, staff competencies, and holistic child growth. Emphasizing leadership, innovation, and stakeholder collaboration, it highlights strategies that reinforce adaptability, accountability, and continuous improvement. Ultimately, it underscores the importance of data-driven decision-making for shaping promising futures for young le

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Martins, Luis L. "Strategic Diversity Leadership: The Role of Senior Leaders in Delivering the Diversity Dividend." Journal of Management 46, no. 7 (2020): 1191–204. http://dx.doi.org/10.1177/0149206320939641.

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An organization’s senior leaders, given their positions at the apex of power within the organization, shape its vision, strategies, organizational design, and culture. Yet the research on diversity has not sufficiently held them to account for the dynamics of demographic diversity and inclusion within their organizations and for producing performance benefits from diversity. This paper proposes that a fuller understanding of diversity and inclusion requires a focus on senior leaders’ roles in diversity leadership. Specifically, drawing on strategic leadership theory, it proposes a framework fo

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Azemović, Nedžad, and Fuad Bećović. "Strategic leadership and organizational learning." Ekonomski izazovi 10, no. 20 (2021): 115–29. http://dx.doi.org/10.5937/ekoizazov2120115a.

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Organizational learning is a fundamental strategic process and the only sustainable competitive advantage in the future. Unfortunately, despite the increased interest in this topic, researchers said very little specifically about the role of director-generals and top management teams in the implementation of organizational learning in their firms. However, theorists of strategic leadership argue that top managers are key to firms' outcomes because of the decisions they are empowered to make since, in the end, they are responsible for what happens in the organization. Although there is an impli

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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 (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

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Tolici, Daniela. "Strategic Management Initiatives that Promote Organizational Performance." Management Dynamics in the Knowledge Economy 9, no. 2 (2021): 165–76. http://dx.doi.org/10.2478/mdke-2021-0012.

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Abstract Organizational performance is broadly defined in the literature as a complex concept, which clusters a myriad of elements that promote performance in a modern organization. Previous empirical research has studied various strategic management initiatives and found that, separately, elements related to organizational culture, leadership, work environment, learning, change, innovation, and individual performance are influencing organizational performance. This study aims to connect various research models to identify and analyze the relationships between organizational culture, leadershi

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Rachmat Setiawibawa. "Leadership And Strategic Management At Army Polytechnic." Brilliant International Journal Of Management And Tourism 2, no. 1 (2022): 39–49. http://dx.doi.org/10.55606/bijmt.v2i1.2909.

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Leadership is the strength, skill or ability that exists within a person to influence and lead other people, with the aim of achieving predetermined targets (goals). Leadership can also be defined as a management function to influence, motivate, or direct other people to do certain things to achieve certain goals. An Army Polytechnic Leader is someone who is given the status of leading an Army Polytechnic based on selection and assignments given by the Indonesian Ministry of Defense. A person selected to be a leader is an individual who is able to influence, encourage, invite, guide, mobilize

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Koohang, Alex, Joanna Paliszkiewicz, and Jerzy Goluchowski. "The impact of leadership on trust, knowledge management, and organizational performance." Industrial Management & Data Systems 117, no. 3 (2017): 521–37. http://dx.doi.org/10.1108/imds-02-2016-0072.

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Purpose The purpose of this paper is to build a research model that examines the impact of leadership on trust, knowledge management and organizational performance. Design/methodology/approach An instrument containing six constructs (leadership: leading organization; leadership: leading people; leadership: leading self, trust, knowledge management and organizational performance) was designed and administered to subjects from all levels of management in various organizations in nine regions of the USA. Collected data were analyzed using partial least squares path modeling to test the hypotheses

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Maina, Monica. "INFLUENCE OF STRATEGIC LEADERSHIP ON FINANCIAL PERFORMANCE OF SAVINGS AND CREDIT CO-OPERATIVE SOCIETIES IN NAIROBI CITY COUNTY, KENYA." Edith Cowan Journal of Human Resource and Leadership 1, no. 1 (2021): 21–29. http://dx.doi.org/10.55077/edithcowanjournalofhumanresourceandleadership.v1i1.8.

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Purpose: There has been rapid growth and increase in number of SACCOs in Kenya. However, this has led to increased completion and the desire for small SACCOs to survive. This has led some if not all the SACCOs to find better ways of management. There has been a change in the management of SACCOs through the adoption of strategic leadership practices. This study set out to establish the influence of strategic leadership on financial performance of SACCOs in Nairobi. Design/ Methodology/Approach: The study used a correlational descriptive design. The correlational descriptive design allowe

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Munawar, N. Ahmad, Arviana Wulandari, and Asep Djalaludin. "LITERATURE REVIEW FACTORS AFFECTING SERVICE PERFORMANCE: TRANSFORMATIONAL LEADERSHIP, TRUST ORGANIZATION AND ORGANIZATIONAL COMMITMENT." Dinasti International Journal of Economics, Finance & Accounting 1, no. 5 (2020): 781–93. http://dx.doi.org/10.38035/dijefa.v1i5.607.

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The development of information technology has an impact on the paradigm of global economic, organizational and geopolitical development. The speed in making the right decisions in an organization will determine the direction of business and business development of a company in response to intense competition, both nationally and globally. Effectiveness and efficiency in determining human resources are the main strategic factors in winning future business competition. Good human resource management is an absolute requirement in managing an organization that will affect the company's service per

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Krzakiewicz, Kazimierz. "Management by Values – a strategic dimension." Management 16, no. 2 (2012): 7–15. http://dx.doi.org/10.2478/v10286-012-0051-3.

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Abstract Management by Values - a strategic dimension This article presents the strategic aspects of the Management by Values concept. The author tries to prove that implementation of this concept in an organization helps to form a stable and competitive organizational culture, which is accepted by the organization’s members. MBV can be defined as a philosophy and practice of management, linking the basic values of the organization with its strategic objectives. It has been assumed that leadership has always been connected with human values. The role of the leader is to manage the organization

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Silva, Emanuel, Maria Vanessa De Souza, Uálace Barbosa, and Lea Paz da Silva. "Team Management: A Leadership Profile Analysis." EnGeTec em revista 1, no. 5 (2024): 148–54. https://doi.org/10.5281/zenodo.12594166.

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This article deals with issues arising from the business scenario in terms of managing processes and people, addressing leaders and their leadership profiles related to profiles of gods from Greek mythology, highlighting the importance of preparing individuals who assume the role of leader in terms of their competencies do not involve balancing the objectives of organizations with the personal objectives of each leader, showing that over time, the culture of organizations changed, and employees began to be seen as an important factor in major improvements, being thus treating them as people an

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Mesud, Ünal. "Strategy Management and Leadership at Chaos in Organizations." International Journal of Management Sciences and Business Research 3, no. 9 (2014): 23–27. https://doi.org/10.5281/zenodo.3457679.

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The future reference on the technology age and strategic plans serve as an accelerator in the phenomenon at chaos. Chaos phenomenon makes the concept of planning meaningless and contradicts with the process of strategic management. The prediction that both the necessary and risky game that we play from now on about our future is the main problem in our study on the paradox of the strategic management approach. Within this framework, the perspective called "Strategy Management and Leadership, Strategic Chaos Management Approach" is being discussed as a new alternative point of view to

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Batizani, Duncane. "Examining Leadership Styles and Their Influence on Strategic Management: An Investigation Through Case Study Analysis on Non-governmental Organizations in Malawi." Review of Socio-Economic Research and Development Studies 8, no. 2 (2024): 39–69. https://doi.org/10.5281/zenodo.14691590.

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Leadership plays a pivotal role in shaping strategic management, acting as a catalyst for establishing a shared vision, defining missions, and formulating long-term strategies. Despite extensive research on leadership and strategic management, there remains a gap in understanding how specific leadership styles manifest within Non-Governmental Organizations (NGOs), particularly in contexts characterized by resource constraints and diverse stakeholder demands. This study aimed to examine the influence of leadership styles on strategic management within local NGOs in Malawi, addressing this gap b

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do, Nascimento Carvalho Ronaldo. "LEADERSHIP IN PEOPLE MANAGEMENT." Internacional Journal of Education and Research 1, no. 1 (2022): 59–65. https://doi.org/10.5281/zenodo.12615476.

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Leadership in people management is permeated with strategic nuances that are fatal at the beginning of this 21st century and it is important to study theories as a way of improving for the challenges that arise in the future. Innovation and performance are the keywords of these new times and to understand them better, a critical revisit to the fathers of modern administration is necessary. In short, everyone contributed to administration science by developing various methods and theories that aimed to increase efficiency and effectiveness in organizations, through the

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Torkstani, Eman. "Leadership Transitions and its Implications For Strategic Planning." Arab Journal for Scientific Publishing 7, no. 65 (2024): 24–43. http://dx.doi.org/10.36571/ajsp653.

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Dotlich and Ciampa contend that “Business is a relay race that never ends. Of all the important transitions an organization must face, repeatedly and over time, perhaps the most difficult is the passing of the baton from one leader to the next"1 . An organization must institutionalize and continually improve its leadership transition plan in order to excel. My research focused on the role that HR could play to improve KAU’s leadership transitions by finding out how “front-line” stakeholders, i.e. middle management and their employees, experience existing organizational changes. My findings led

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Udomkijmongkol, Chardchai, Sanyasorn Swasthaisong, Akkadet Uppachai, and Pissadarn Saenchat. "Strategic Leadership Learning Affecting the Operational Effectiveness of Provincial Administrative Organization." Journal of Education and Learning 14, no. 2 (2024): 220. https://doi.org/10.5539/jel.v14n2p220.

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Strategic leadership is essential for any organization&rsquo;s modern leader. This research aims to study the strategic leadership of provincial administration executives, the operational effectiveness of the organization, the impact of strategic leadership learning on operational effectiveness, and guidelines to improve operational effectiveness. The participants were 254 employees of the provincial administration organization. Questionnaires were used for data collection. Frequency, percentage, mean, standard deviation, and multiple regression analysis were employed for data analysis. Fi

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Wandrial, Son. "Strategic Management dan Strategic Leadership: Dua Sisi Mata Uang Kemampuan untuk Hadapi Tantangan Perubahan Lingkungan yang Drastis." Binus Business Review 2, no. 1 (2011): 415. http://dx.doi.org/10.21512/bbr.v2i1.1148.

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Management strategy and strategic leadership are like two sides of a coin that can not be separated, the management strategy is the tool in making a strategic plan for the future, while on the other hand, leadership (leadership) is more emphasis on people who have in the organization (leader and follower behavior) that will run (implementation) the formulated plan so that the goals (objectives) of the company could be reached. In a moving-forward environment, a leader is charged to be always monitoring and watching all changes. Any kind of changes will affect objective approach. A leader will

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Hamzah, Ezdihar. "Winning Leadership and Management Strategies in Real Estate Organization." International Journal of Research and Innovation in Social Science VIII, no. XII (2025): 2879–87. https://doi.org/10.47772/ijriss.2024.8120240.

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In the dynamic real estate industry, successful leadership and management strategies often involve effective communication, strategic decision-making, and strong team collaboration. A winning strategy is essential to ensure business sustainability, maintain the company’s good image, and adapt to current changes. In a different case for real estate organizations specifically, the top management needs to ensure that the organizations are running by adhering to the Board of Valuers, Appraisers, Estate Agents, and Property Managers (BOVAEP) requirements. Besides, there are specific codes of ethics

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Muhammad Darrin Zuhri, Moh Kamaluddin, Mohammad Rudiyanto, and Syaiful Anam. "PKM Pelatihan Kepemimpinan dan Manajemen Bagi Pengurus Organisasi Santri di Ponpes Al-Amien Bugih Pamekasan." Cakrawala: Jurnal Pengabdian Masyarakat Global 2, no. 2 (2023): 32–39. http://dx.doi.org/10.30640/cakrawala.v2i2.980.

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This article discusses the implementation and results of leadership and management training for the officials of a Santri organization in Ponpes Al-Amien Bugih Pamekasan, Indonesia. The program was conducted to improve the leadership and management skills of Santri organization officials in order to enhance their organizational performance and prepare them for future careers. The training method used in this program was a combination of lectures, discussions, case studies, and simulations, with the aim of providing participants with practical knowledge and skills.The results of the program sho

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Glushchenko, V., I. Glushchenko, E. Karpova, and V. Sychev. "Strategic management of innovative behavior of the organization's personnel." Bulletin of Science and Practice 4, no. 6 (2018): 212–32. https://doi.org/10.5281/zenodo.1289849.

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The article focuses on the tools and processes of strategic management of innovative behavior of the staff of the organization; the object of the article is the innovative behavior of the staff of the organization; the purpose of the article is to increase the efficiency of strategic management of innovative behavior of personnel of organizations, the article examines and clarifies a number of concepts, including the definition of “strategic management of innovative behavior” of personnel, investigated and supplemented the characteristics of the known types of innovative behavior a

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Adefope, Adamma. "Role of Leadership in Strategic Management in Nigeria." International Journal of Strategic Marketing Practice 5, no. 1 (2023): 56–67. http://dx.doi.org/10.47604/ijsmp.1938.

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Purpose: The study sought to analyze the role of leadership in strategic management in Nigeria Methodology: The research was conducted entirely on desktop review methoods. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. Secondary sources such as internet journals and li

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Nae, Ilie, Gheorghe Solomon, and Irina Severin. "The Influence of Leadership in Implementing Management Systems." ACTA Universitatis Cibiniensis 65, no. 1 (2014): 69–72. http://dx.doi.org/10.1515/aucts-2015-0012.

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Abstract This paper presents a new perspective of the implementation of Management Systems within organizations in order to increase the success rate. The objective is to analyse how the leadership could influence positively or negatively the implementation, according to the leadership approach chosen. It offers a method to analyse the maturity of the leadership for any organization, based on existing leadership models, completing these models with specificities of a Management System. The Maturity Grid is extended to key elements of the Organizational Leadership: Strategic Planning, Process a

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Gichuhi, John Kimani, and Lucy N. Karuoya. "ROLE OF STRATEGIC LEADERSHIP IN ENHANCING ETHICAL PRACTICES: A REVIEW OF LITERATURE." EPH - International Journal of Business & Management Science 3, no. 3 (2017): 22–27. http://dx.doi.org/10.53555/eijbms.v3i3.53.

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This paper reviews literature on the role of strategic leadership in enhancing ethical practices. Management theorists and business leaders have a saying that ``good conduct is good business’’. They have in time and again asserted the need to facilitate good behavior in organizations to help safe guard reputation and also to convey a commitment to responsible practice to both society and all the other stakeholders. It is evident that ethics is core to an organization and ethical conduct should be seen as a driver of business growth and therefore demanding the leadership’s attention. Scholars h

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Warinda, Enock, Domeniter Kathula, and Michael Ngala. "Moderating Effect of Strategic Linkages on Corporate Leadership and Organizational Performance in Kenya Agricultural and Livestock Research Organization (KALRO)." Journal of Business and Economic Development 9, no. 3 (2024): 79–96. http://dx.doi.org/10.11648/j.jbed.20240903.14.

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The urgency of securing safe, affordable, reliable, and nutritious food amid a growing global population and shrinking land productivity underscores the pivotal role of corporate leadership in fostering strategic partnerships and organizational performance. This is crucial for organizations like Kenya Agricultural and Livestock Research Organization (KALRO) to enhance performance and drive agricultural innovation that ensure achievement of national targets and mandate. Understanding the dynamics between leadership effectiveness, strategic alliances, and organizational performance is essential

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