Fusing Theory to Practice: A Case of Executing Analytical Strategic Leadership Tool

Fusing Theory to Practice: A Case of Executing Analytical Strategic Leadership Tool

S. Asiya Z. Kazmi (Department of Production, University of Vaasa, Vaasa, Finland), Marja Naaranoja (Department of Production, University of Vaasa, Vaasa, Finland), and Juha Kytölä (Wärtsilä, Finland, and Department of Production, University of Vaasa, Vaasa, Finland)
Copyright: © 2015 |Pages: 20
DOI: 10.4018/IJSDS.2015100102
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Modern companies implement strategic mechanisms to support corporate competitive analysis. On this theme, the current study is an attempt to connect transformational leadership with strategic thinking capability by establishing a diagnostic research tool. The aim behind establishing such a research instrument is to evaluate strong or weak corporate operations and practices, being followed at the three selected work locations of a European multinational company. Following construct theory, this study's mid-range theorizing revealed that, the employees at the three target work locations are not significantly empowered and therefore incapable to take independent work decisions. Such incapability, in return, obstruct the process of effective corporate strategic leadership. In accordance with the study findings, the categories of “intellectual stimulation” and “individualized consideration” are identified as the weak areas, linked to the work leadership operations. In addition, the aspects, namely, “work situation” and “situational referencing” are identified as weak processes associated with the strategic thinking construct. Furthermore, “investigative approach” and “situational handling” appeared as potentially strong strategic elements. The above referred findings are critically significant to support future testing and refinement of the proposed research tool. The current study offers wider implications for specialists, practitioners and researchers through the process of re-evaluation or cross comparative analysis of the study results.
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Transformational Leadership And Strategic Thinking Literature Review

The elements of transformational leadership are displayed in Figure 1. An extensive research on the concept of transformational leadership (Howell and Avolio, 1992; O’Connor et al., 1995) proposes focused attention to ensure the organizational leadership process to be highly gutted from the pseudo-side of the transformational leadership. Transformational Leadership is characterized as leader’s ability to articulate a shared vision of the future, intellectually stimulating the employees by attending to the individual differences in their work force (Lowe, Kroeck, and Sivasubramaniam, 1996). According to Kouzes and Posner (2003), the practice of enabling others to act, (Padykula et al., 2013) focuses extensively on creating an environment where trust, collaboration and accountability are valued and acknowledges the significance of encouraging the heart. When followers gain a sense of appreciation, they establish full dedication to their common organizational goals. Transformational leaders (Hurley and Linsley, 2007) filled with self-awareness, in addition to intense personal humanistic attributes such as creativity and flexibility, display strong ability to inspire others. The leaders, when aligned with leadership attribute (Kouzes and Posner, 2003), inspire and empower their followers to engage in collaborative work.

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