PROPOSED MODEL OF THE IMPACT OF STRATEGIC LEADERSHIP ON OPERATIONAL STRATEGY AND ORGANISATIONAL PERFORMANCE OF BUSINESS ORGANISATIONS IN SOUTH AFRICA

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Abstract

Since the mid-1980’s 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 proposes a model towards the effective implementation of strategic leadership processes which can help business and organizational leaders with the successful implementation of high performance strategic leadership practices. This research also pinpointed theoretical and substantively meaningful endogeneous organisational capabilities that mediated this relationship and exogenous organisational factors that moderated this relationship.

Keywords: Strategic Leadership, Performance, South Africa

How to cite this paper: Serfontein, J. J., & Hough, J. (2011). Proposed model of the impact of strategic leadership on operational strategy and organisational performance of business organisations in South Africa. Corporate Ownership & Control, 8(3-4), 443-451. https://doi.org/10.22495/cocv8i3c4p2