ITEM VIEW

Nature of the relationship between strategic leadership, operational strategy and organisational performance

dc.contributor.authorSerfontein, Kobusen_ZA
dc.contributor.authorHough, Johanen_ZA
dc.date.accessioned2012-05-17T09:00:12Z
dc.date.available2012-05-17T09:00:12Z
dc.date.issued2011-12-06
dc.identifier.citationSerfontein, K. & Hough, J. 2011. Nature of the relationship between strategic leadership, operational strategy and organisational performance. South African Journal of Economic and Management Sciences, 14(4): a21, doi:10.4102/sajems.v14i4.21.
dc.identifier.issn2222-3436 (online)
dc.identifier.issn1015-8812 (print)
dc.identifier.otherdoi:10.4102/sajems.v14i4.21
dc.identifier.urihttp://hdl.handle.net/10019.1/21056
dc.descriptionCITATION: Serfontein, K. & Hough, J. 2011. Nature of the relationship between strategic leadership, operational strategy and organisational performance. South African Journal of Economic and Management Sciences, 14(4): a21, doi:10.4102/sajems.v14i4.21.
dc.descriptionThe original publication is available at https://sajems.org
dc.description.abstractSince the mid-1980s a growing body of leadership research has focused on strategic leadership, in contrast to managerial and visionary leadership. It focused on how top leadership makes decisions in the short term that guarantees the long-term viability of the organisation. The best performing organisations are consciously strategic in their leadership planning. These top leaders also have the ability to align human resources in an effective way directly to the business strategy. This article identifies some of the direct and indirect pathways in which strategic leadership influences the operational strategy and performance of business organisations in South Africa. This research pinpointed theoretical and substantively meaningful endogenous organisational capabilities that mediated this relationship and exogenous organisational factors that moderated this relationship.
dc.description.urihttps://sajems.org/index.php/sajems/article/view/21
dc.format.extent14 pages
dc.language.isoen
dc.publisherAOSIS
dc.subjectLeadershipen_ZA
dc.subjectBusiness planningen_ZA
dc.subjectOrganizational effectivenessen_ZA
dc.titleNature of the relationship between strategic leadership, operational strategy and organisational performanceen_ZA
dc.typeArticle
dc.description.versionPublisher's version
dc.rights.holderAuthors retain copyright


Files in this item

Thumbnail

This item appears in the following Collection(s)

ITEM VIEW