Impact of Strategic Leadership on Employee Performance

Zia-ud-Din, Muhammad; Shabbir, Muhammad Aqib; Asif, Saad Bin; Bilal, Muhammad; Raza, Mahmood

doi:10.6007/ijarbss/v7-i6/2938

Cited by 11 publications

(7 citation statements)

References 12 publications

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“…In order to stay relevant and boost performance, an organization's strategic leadership must adapt both its operational and strategic orientations given the unpredictability of the external environment (Kraatz & Zajac, 2001). The present study also supported previous research by (Al Khajeh ,2018), (Sugiyanta,2017), and(Zia-ud-Din et al , 2017), which highlights the beneficial effects of strategic leadership on performance since these leaders have a bright and attainable future in mind. They state the objective in plain terms, set high standards, and simplify significant roadblocks (Andleeb, 2016Andleeb, Chan, and Nazeer, 2019;Andleeb, 2017aAndleeb, , 2017dAndleeb, , 2017cAndleeb, , 2017b.…”

Section: Discussionsupporting

confidence: 86%

The Impact of Strategic Leadership on the Quality of Service in Yemeni Government Institutions Using Performance as a Mediating Variable

Al-Kahtani,

Senan,

Alanazi

2024

Preprint

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The study aimed to know the direct effect of strategic leadership on the quality of service represented by wireless communications services, in addition to knowing the indirect effect of strategic leadership on the quality of service when using performance as an intermediary variable. This research was conducted in government institutions in the Republic of Yemen. Represented by the offices of the Ministry of Communications and Information Technology in five Yemeni cities, it targeted senior management employees, boards of directors, and middle management concerned with strategic planning and strategic leadership. To measure and evaluate the factors of strategic leadership and service quality in Offices of the Yemeni Ministry of Communications Ministry of Communications and Information Technology of the Republic of Yemen. Moreover, performance. A questionnaire was formulated and distributed to the study sample, and data was collected through questionnaires for 150 individuals in some offices of the Yemeni Ministry of Communications. This study uses structural equation model analysis from the Partial Least Squares program through the Smart Plus 4 programs. The study reached a set of results, including that all models show a direct, positive and significant effect of strategic leadership on the quality of service represented by the quality of services in the offices of the Ministry of Communications. As well as the positive relationship between them, as well as the direct and positive impact of performance on the quality of service, as well as the positive and significant relationship between them. While the results indicated a positive and significant indirect effect of strategic leadership on service quality, there is also a positive and significant indirect relationship between strategic leadership on service quality when using performance as an intermediary variable.

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Section: Discussionsupporting

confidence: 86%

The Impact of Strategic Leadership on the Quality of Service in Yemeni Government Institutions Using Performance as a Mediating Variable

Al-Kahtani,

Senan,

Alanazi

2024

Preprint

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“…Leadership Strategy and Employee Performance Sellers (2017), conducted a multiple case study to explore leadership strategies of two small business managers in a manufacturing setting who had a demonstrable record of improving employee performance to meet organizational goals. The conceptual framework for this study was Burns and Bass's transformational leadership theory.…”

Section: Empirical Reviewmentioning

confidence: 99%

Leadership and Work Environment Strategies on Performance of Generation Z in Kenya Power and Lighting Company in Nairobi City County, Kenya

OGINGA,

MAKHAMARA, PhD

2023

strategicjournals.com

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Kenya Power and Lighting being the major distributor of electricity in Kenya is anticipated to make supernormal profits. However, its performance has been on a decline since 2018 and this has led to lack of attractiveness leading to mass resignation of young employees. The dilemma most it faces today is how to retain this recent generation. Therefore, this study investigated the effect of leadership and work environment on performance of Generation Z in Kenya Power and Lighting Company in Nairobi City County Kenya. This study was anchored on the Human Capital Theory and Herzberg Two Factor Theory. The research adopted descriptive research design. The study population involved employees of Kenya Power and Lighting. The number of employees targeted were 200. The study used simple random sampling technique. The study obtained data through primary sources using semi-structured questionnaires. A pilot study was carried out which was done on 5% of the sample and this helped to test the validity and reliability of the research instrument. The data collected was analyzed using Statistical Package for Social Sciences (SPSS) which formulated a multiple regression model that illustrated the relationship between the independent and dependent variables. The study found that leadership and work environment had a positive significant influence on the performance of generation Z employees at Kenya Power and Lighting. The study concluded that Leaders have a profound impact on their overall work environment and that they create an atmosphere of trust and respect, which in turn fostered creativity and collaboration. Praising employees for good work can help foster a positive work environment for all. A leader needs to be able to identify potential problems early on and deal with them to avoid costly mistakes. Maintaining a level of empathy, respect and understanding between all employees can help foster collaboration and make team members heard, supported and valued at the workplace which improves work environment and hence performance.

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“…Recent studies have broadly revealed leadership styles and HRMPs for employee performance in companies, for example, transformational leadership and job performance [57], transformational leadership and job performance [87], transformational leadership and sustainable employee performance [59], transformational leadership and employee performance [88], employee leadership and performance [89,90], leadership and work performance [91], transformational leadership and employee performance [92], spiritual leadership and employee performance [93], authoritarian leadership and employee performance [94], strategic leadership and employee performance [95], and others. However, the investigations in these studies have separated HRMPs in companies.…”

Section: Leadership Styles Hrmps Cp Sustainabilitymentioning

confidence: 99%

Pursuing Consultant Performance: The Roles of Sustainable Leadership Styles, Sustainable Human Resource Management Practices, and Consultant Job Satisfaction

2022

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Human resource management (HRM) consultants have a paramount role in solving current company problems, especially amid the COVID-19 pandemic. They are professionals who work for HRM consulting firms. This research aims to investigate the positive effects of sustainable leadership styles and HRM practices on consultant job satisfaction and performance in firms in Indonesia. We standardized and tested seven hypotheses and engaged the Snowball sampling method for collecting primary data. Then, we sent a self-report questionnaire with 27 items to respondents. Four hundred consultants are the target respondents in cross-sectional data collection from the beginning of January to the beginning of February 2022. The confirmatory factor analysis has produced valid and reliable items in total. The goodness of fit test has issued a fit model. Hence, first, the chief executive officers’ (CEOs) sustainable leadership styles and HRM practices positively affect consultant job satisfaction. Second, consultant job satisfaction positively affects consultant performance. Therefore, sustainable leadership styles and sustainable HRM practices are independent variables. Job satisfaction is the mediating one.

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Impact of Strategic Leadership on Employee Performance

Cited by 11 publications

References 12 publications

The Impact of Strategic Leadership on the Quality of Service in Yemeni Government Institutions Using Performance as a Mediating Variable

The Impact of Strategic Leadership on the Quality of Service in Yemeni Government Institutions Using Performance as a Mediating Variable

Leadership and Work Environment Strategies on Performance of Generation Z in Kenya Power and Lighting Company in Nairobi City County, Kenya

Pursuing Consultant Performance: The Roles of Sustainable Leadership Styles, Sustainable Human Resource Management Practices, and Consultant Job Satisfaction

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