Unveiling the Influence of Strategic Management Processes on Organizational Performance: The Mediating Role of Organizational Leadership

Abstract

This empirical study examines Strategic Management (SM) processes and their impact on Organizational Performance (OP) and the mediating role of Organizational Leadership (OL) between SM processes and OP. A quantitative methodology was used through an online survey targeting managers at different managerial levels in Jordanian universities. A total of 148 questionnaires were analyzed using the Smart PLs software. The outcomes reveal that OL mediates the relationship between Environmental Scanning (ES), Strategy Evaluation (SE), and OP. However, the mediating role of OL between Strategy Formulation (SF), Strategy Implementation (SI), and OP has not been proven. These results also revealed that OL had a direct effect on OP. The importance of OL in OP is highlighted in this study, along with the fact that OL's role should not be restricted to formulating a strategy by establishing a vision, mission, and strategic goals. Instead, it ought to be broadened to incorporate attentive and knowledgeable engagement in interpreting the environment and inspiring, guiding, and obligatory engagement. This emphasizes the importance of considering the role of OL in the execution and assessment of strategic activities, as well as their initial conceptualization.