Strategic Leadership: A Key to Organisational Success

Carnall, Colin; Roebuck, Chris

doi:10.1007/978-1-137-41501-1_1

Cited by 2 publications

(3 citation statements)

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“…They also drew attention to the notion that challenges faced by social work leaders can be somewhat different from those experienced by other disciplines; challenges that may be generated by conflicts with professional values, a holistic and systemic orientation, the overarching concern for others, and a strong desire to promote inclusive practices (McDonald & Chenoweth, 2009). Much of the core leadership approach uncovered by the study is suggestive of a transformational style of leadership.…”

Section: Related Literature Theoretical Reviewmentioning

confidence: 96%

“…According to Wright et al (2012) developing human resources and being outcome oriented are way too close to promoting strategic leadership in an organization. McDonald and Chenoweth (2009) cite Bass (1990) who established that fair leadership and rewards to the employees are two main characteristics that best describe a leader of which the two define the people development procedures which in the findings was shown to be a major component of strategic leadership.…”

Section: Rating the Extent Of Use Of Strategic Leadership Aspectsmentioning

confidence: 99%

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Strategic Factors Affecting Service Delivery in County Governments of Kenya: A Case of Nairobi County Government

ONYONI

2018

strategicjournals.com

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This study aimed at finding out the impacts of strategic factors on service delivery by county governments in Kenya. To derive the clear research problem home, the study adopted four independent variables which included; strategic planning, strategic orientation, strategic environmental scanning and strategic leadership. To bring out a clear understanding of the research problem, the study adopted specific theories that best describes the study variables. The theories included; the classic 4-step theory, transformational leadership theory, the trait theory of leadership, resource based theory, SWOT analysis model and SERVQUAL model. The study employed a descriptive survey research design which helped to get the deeper understanding of need for quality service delivery by the county governments. The target population comprised of employees in Nairobi County government. The county was considered appropriate due to its accessibility. Stratified random sampling was adopted to obtain respondents to be involved in the study. The data was collected by use of questionnaires which were delivered to the respondents' point of work and collected at an agreed time. The data was then analysed by use of SPSS version 21. The study established that strategic planning, strategic leadership, strategic orientation and strategic environmental scanning were greatly related to service delivery at the county government. The study further established that the services delivered at the county level were not efficient and effective due to lack of adoption of strategic factors which increased unprofessionalism and thus encouraging mismanagement. The findings from the study will enable the county government managers to identify the key areas to focus on so as to enhance quality service delivery. The study concluded that service delivery at the county governments was poorly and inequitably done which affected the development of the county governments. The study recommended increased adoption of strategic factors and training to enhance efficiency and competency among the county workers.

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Section: Related Literature Theoretical Reviewmentioning

confidence: 96%

Section: Rating the Extent Of Use Of Strategic Leadership Aspectsmentioning

confidence: 99%

Strategic Factors Affecting Service Delivery in County Governments of Kenya: A Case of Nairobi County Government

ONYONI

2018

strategicjournals.com

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“…In addition, Mastrangelo et al (2014) state that organizational performance is the domain of strategic leaders. Samukange (2014) shares this view but goes on to explain that strategic leaders are also responsible for strategic productivity and developing an atmosphere in which employees anticipate the needs of the organization in the context of their work. Strategic leaders in an organization exist to utilize or maintain core competencies, develop human capital, and maintain an effective organizational culture (Sharen 2015).…”

Section: The Role Of Strategic Leadersmentioning

confidence: 99%

Exploring the sustainable leadership of the top managers at Ermelo regional hospital.

Bodibe

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Sustainability as a megatrend is influencing the leadership of different organizations in the world, including hospitals to maintain and improve the quality of their services. Despite calls in the literature for guidance on sustaining interventions regarding sustainability in hospitals, there is a dearth of research on leading and implementing sustainability in a hospital setting. The primary objective of this qualitative study was to examine the practices of Sustainable Leadership adopted by the Top Management Team at Ermelo Regional Hospital in Gert Sibande District in South Africa. Purposive sampling was utilized to identify and select 8 members of the top management team who participated in face-to-face, semi-structured, in-depth, and audio-recorded interviews to collect data. Thematic analysis was used to identify recurring patterns which depict practices that enable or impede practices of Sustainable Leadership by members of the Top Management Team. The study’s limitation is that it only included a small sample which makes it not possible to generalize the findings. The key results of this exploratory study are that Ermelo Regional Hospital’s Top Management has got various practices of Sustainable Leadership that they use. These include staff development through training, encouraging leaders at all levels to be part of the organizational effort towards sustainability, flexible working and favourable labour relations which creates a sense of shared responsibility. However, succession planning was found to be influenced by nepotism and corruption while staff management is mostly crippled by the prevalence of autocratic leadership. The need for engaging the employees often through regular meetings to provide up-dates and share hospital performance were also emphasized as critical as they result in a work setting where effective communication becomes the norm and challenges are timeously addressed. The study concludes that while Ermelo Regional Hospital’s Top Management Team is trying in terms of skill development, the leadership style is less supportive of inclusive, sustainabilityrelated practices. Furthermore, the pillars of sustainability such as the environment and community are not given enough attention by the Ermelo Regional Hospital leaders, which adds challenges to practice effective Sustainable Leadership in a hospital setting. A few recommendations are provided as well as potential research areas.

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Strategic Leadership: A Key to Organisational Success

Cited by 2 publications

References 0 publications

Strategic Factors Affecting Service Delivery in County Governments of Kenya: A Case of Nairobi County Government

Strategic Factors Affecting Service Delivery in County Governments of Kenya: A Case of Nairobi County Government

Exploring the sustainable leadership of the top managers at Ermelo regional hospital.

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