In this study interdependencies between dimensions of leadership and successful strategy implementation have been analyzed. As prerequisites both an integrative model of leadership and subjective parameters for successful strategy implementation have been developed and operationalized. Based on selected publications on leadership seven main dimensions of leadership have been derived.
Depending on how the sample was configured, different aspects of leadership proved to be good predictors for company success. For the whole sample the following dimensions and their relation to company success from an economic perspective turned out to be of particular significance:
• Focused activities in dealing with innovations.
• Economic sustainability as the guiding principle.
• Transparency regarding strategic decisions of the top management.
• The stability of decisions.
• The fit of the functional strategies to the corporate strategy of a company.
The empirical data suggested a slightly different dimensional structure for the leadership model as originally assumed. Given the high predictive value of the model regarding the success and futureability of a company the roughly fifty items operationalizing leadership can be reduced to the following ten dimensions:
1. Orientation and Direction.
2. Conflict and Caring.
3. Change Management and Enabling.
4. Decision-Making.
5. Sustainability.
6. Results-Orientation and Empowerment.
7. Innovation.
8. Authenticity.
9. Focus.
10. Active Involvement and Attentiveness.
Leadership is a multidimensional phenomenon in the mirror of a specific time spirit. Despite basic aspects may stay stable, future generations will come up with different requirements and challenges regarding the basic thing leadership is all about: the target-oriented influence of people on people.
Inhaltsverzeichnis (Table of Contents)
- Executive Summary
- Chapter 1: Introduction
- Chapter 2: Literature Review
- Chapter 3: Methodology
- Chapter 4: Results
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This study analyzes the interdependencies between leadership dimensions and successful strategy implementation. It aims to develop and operationalize an integrative model of leadership and subjective parameters for successful strategy implementation, testing the model's validity empirically.
- The relationship between leadership dimensions and successful strategy implementation.
- Development and validation of an integrative leadership model.
- The impact of company size and industry on leadership and strategy implementation.
- Differences in perceptions of leadership effectiveness based on experience and gender.
- Predictive validity of leadership dimensions regarding company success.
Zusammenfassung der Kapitel (Chapter Summaries)
Executive Summary: This study investigates the connections between leadership styles and successful strategy implementation. An integrative leadership model was created and tested, identifying seven key leadership dimensions: Orientation/Direction, Sensemaking, Innovation and Protection, Politics and Conflicts, Shaping Norms and Culture, Enabling, and Results and Sustainability. The study, using survey data from 120 participants, found strong correlations between these leadership dimensions and company success, with variations based on company size, industry, experience, and gender.
Chapter 4: Results: This chapter presents the empirical findings of the study. The analysis revealed significant correlations between specific leadership dimensions and company success, particularly focused activities in innovation, economic sustainability as a guiding principle, transparency in strategic decision-making, decision stability, and the alignment of functional and corporate strategies. Differences were also observed based on company size (SMEs versus large companies), participant experience levels (0-4 years, 4-10 years, >10 years), and gender, highlighting nuanced perspectives on leadership effectiveness and the importance of context in strategy implementation. For example, SMEs demonstrated greater decision stability and alignment between culture and strategy compared to larger corporations. Participants with less than 4 or more than 10 years of experience gave more positive ratings on various aspects compared to those with 4-10 years of experience. Female participants offered more critical evaluations of areas like conflict management, trust in decisions, and the fit between culture, steering systems, and corporate strategy.
Schlüsselwörter (Keywords)
Leadership, strategy implementation, company success, leadership model, empirical analysis, survey, SMEs, innovation, sustainability, gender, experience.
Frequently Asked Questions: Analysis of Leadership and Strategy Implementation
What is the overall focus of this study?
This study analyzes the interdependencies between leadership dimensions and successful strategy implementation. It aims to develop and validate an integrative model of leadership that considers subjective parameters for successful strategy implementation, testing the model empirically.
What are the key themes explored in this research?
Key themes include the relationship between leadership dimensions and successful strategy implementation; the development and validation of an integrative leadership model; the impact of company size and industry on leadership and strategy implementation; differences in perceptions of leadership effectiveness based on experience and gender; and the predictive validity of leadership dimensions regarding company success.
What leadership dimensions were identified in the integrative model?
The study identified seven key leadership dimensions: Orientation/Direction, Sensemaking, Innovation and Protection, Politics and Conflicts, Shaping Norms and Culture, Enabling, and Results and Sustainability.
What methodology was used in this research?
The study used a survey methodology, collecting data from 120 participants. The analysis involved correlational studies to determine the relationships between leadership dimensions and company success, as well as examining variations based on company size, industry, experience, and gender.
What were the key findings of the study regarding the relationship between leadership and company success?
The analysis revealed significant correlations between specific leadership dimensions and company success. Strong correlations were found with activities focused on innovation, economic sustainability as a guiding principle, transparent strategic decision-making, decision stability, and the alignment of functional and corporate strategies.
How did company size impact the findings?
The study found differences based on company size (SMEs versus large companies). SMEs demonstrated greater decision stability and alignment between culture and strategy compared to larger corporations.
How did participant experience and gender influence the results?
Participants with less than 4 or more than 10 years of experience gave more positive ratings on various aspects compared to those with 4-10 years of experience. Female participants offered more critical evaluations of areas like conflict management, trust in decisions, and the fit between culture, steering systems, and corporate strategy.
What are the key takeaways from Chapter 4 (Results)?
Chapter 4 presents the empirical findings, highlighting significant correlations between specific leadership dimensions and company success. It emphasizes the nuanced perspectives on leadership effectiveness and the importance of context in strategy implementation, considering variations based on company size, experience, and gender.
What are the key words associated with this research?
Keywords include: Leadership, strategy implementation, company success, leadership model, empirical analysis, survey, SMEs, innovation, sustainability, gender, experience.
Where can I find a detailed breakdown of the study's contents?
The provided HTML includes a table of contents, objectives and key themes, chapter summaries, and keywords, offering a comprehensive language preview of the research.
- Quote paper
- Holger Bodenmüller (Author), 2013, Leadership as a Framework for Successful Strategy Implementation, Munich, GRIN Verlag, https://www.grin.com/document/271653
