Strategic leadership dimensions and competitive advantage: Perspective of Service Firms in Lagos and Ogun State

Author(s)

Adeoye, I.A , Egwakhe, A.J , Adefulu, A.D ,

Download Full PDF Pages: 58-67 | Views: 966 | Downloads: 277 | DOI: 10.5281/zenodo.3496441

Volume 8 - May 2019 (05)

Abstract

Nigeria services sector is faced with stiff and intense competition due to homogeneity in service design and leadership has hindered their competitive advantage. This study queries the effect of strategic leadership dimensions on the competitive advantage of service firms in Lagos and Ogun States, Nigeria. Cross sectional research design was adopted and primary data were collected through an adapted questionnaire. The respondents were two hundred and seventy-seven top management of the selected service firms. The multiple regression results revealed that strategic leadership dimensions significantly affected competitive advantage with reference to risk-taking, decision making and strategic intent at 5% level of significance. The paper proposes that risk taking, decision making and adherence to strategic intent should be imbibed towards gaining competitive advantage

Keywords

Strategic leadership, Competitive advantage, Service firms, Top management, Risk taking, Strategic intent, Decision making

References

               i.            Abbasi, S.M., & Hollman, K.W. (1993).  Inability to adapt: The hidden flaw of managerial ineptness. Records Management Quarterly, 22.

             ii.            Ahmed, S. (2013). Effective not-for profit management: Context, concepts, and competencies. New York: CRC Press Taylor & Francis

           iii.            Akhavan, P., Sanjaghi, M. E., Rezaeenoor, J., & Ojaghi, H. (2014). Examining the relationships between organizational culture, knowledge management, and environmental responsiveness capability. The Journal of Information and Knowledge Management Systems, 44(2), 228-248.

            iv.            Al-Malki, M., &Juan, W. (2018). Leadership styles and job performance: A literature review.  Journal of International Business Research and Marketing, 3(3), 40-49

              v.            Andersson, J., & Zbirenko (2014). Effect of organisation structure, leadership and communication on efficiency and productivity. A qualitative study of a public health-care organisation. (Unpublished doctoral thesis), UMEA Universitet, 1-71

            vi.            Bakare, A.R. (2014). African union and the developmental transformation of Africa. Challenges and prospects. European Journal of Sustainable Development, 3(1), 61-86.

          vii.            Barnat, R. (2007). The nature of strategy implementation. New York: McGraw Hill

        viii.            Barney, J., & Hesterly, W. (2008). Strategic management and competitive advantage: Concepts and cases (2nd ed.).USA: Prentice Hall.

            ix.            Barney, J., & Hesterly, W. (2010). Strategic management and competitive advantage: Concepts and cases (3rd ed.).Massachusetts: Prentice Hall.

              x.            Chen, H. M., & Chang, W. Y. (2011). Core competence: From a strategic human resource management perspective. African Journal of Business Management, 5(14), 5738-5745

            xi.            Chepkirui, C. (2012). The role of strategic leadership in strategy implementation at Agricultural Development Corporation in Kenya. (Unpublished MBA thesis), University of Nairobi, Kenya.

          xii.            Clegg, S. R., Carter, C., Kornberger, M., & Schweitzer, J. (2011). Strategy: theory and practice. UK: Sage Publishers.

        xiii.            Darcy, K. T. (2010). Ethical leadership: The past, present and future. International Journal of Disclosure and Governance, 7(3), 188-212

        xiv.            Davies, A. (2004). Moving base into high-value integrated solutions: A value stream approach. Industrial and Corporate Change, 13 (5), 727–756.

          xv.            Edo, S., & Ikelegbe, A. (2014). The Nigeria economy reforms, emerging trends and prospect. Nigeria: Ambik Press

        xvi.            Gebauer, H. (2008). Identifying service strategies in product manufacturing companies by exploring environment–strategy configurations. Industrial Marketing Management, 37(3), 278–291.

      xvii.            Girard, J.P., & Girard, J.L. (2015). Defining knowledge management: Toward an applied compendium. Online Journal of Applied Knowledge Management, 3 (1), 14.

    xviii.            Hambrick, D. C., & Mason, P. A. (1982). The organization as a reflection of its top managers. Academy of Management Proceedings,1(1), 12-16

        xix.            Hambrick, D., & Pettigrew, A. (2001). Upper echelons: Donald Hambrick on executives and strategy. Academy of Management Executive, 15(3), 36-44.

          xx.            Hassan, S., Mahsud, R., Yukl, G., & Prussia, G. E. (2013). Ethical and empowering leadership and leader effectiveness. Journal of Managerial Psychology, 28(2), 133-146

        xxi.            Hirschi, G., & Jones, M. (2009). Affects of strategic leadership on business success - A cross-cultural analysis from a resource-based view. MIBES Transactions, 3 (1), 1-18.

      xxii.            Hitt, M. A, Ireland, R. D, & Hoskisson, R. E. (2007). Strategic management: Competitiveness and globalization (11^th eds.). Ohio: Thomson/South Western.

    xxiii.            Hitt, M. A., Haynes, K. T., & Serpa, R. (2010). Strategic leadership forthe 21st century. Business Horizons, 53(5), 437-444.

     xxiv.            Huey, J. (1994).  The new post-heroic leadership. Fortune, 21, 42–50.

       xxv.            KagathI, K.K (2013). Strategic decision making at Jomo Kenyatta university of agriculture and technology Kenya. (Unpublished MBA Thesis), Jomo Kenyatta University of Agriculture and Technology, Kenya.

     xxvi.            Kaplan, R. S., & Norton, D.P. (1996). The balanced scorecard: Translating strategy into     action. Boston: HBS Press.

   xxvii.            Khademfar, M., Idris, K., Omar, Z., Ismail, I. A., & Arabamiry, S. (2013). Ethical work climate and firm performance.  International Journal of Business and Social Science, 4(11), 319-328.

 xxviii.            Mahdi, O. R., Almsafir, M. K., & Yao, L. (2014). The role of knowledge and knowledge management in sustaining competitive advantage within organizations: A review. African Journal of Business Management, 5(23), 9912-9931.

     xxix.            Malewska, K., & Sajdak, M. (2014). The intuitive manager and the concept of strategic leadership. Management, 18(2), 44-58

       xxx.            Masungo, T. W., Marangu, W. N., Obunga, C. A., & Lilungu, D. (2015). Effect of  strategic leadership on the performance of devolved government system in  Kakamega County, Kenya. European Journal of Business and Management, 7(13), 327-338.

     xxxi.            Mintzberg, H. (1994). The rise and fall of strategic planning. The Free Press, New York.

   xxxii.            Muriuki, J.W., Cheruiyot, T.J., & Koman, J. (2017). Strategic management practices and sustainability of state corporations. Europeans Journal of Business and Social Sciences, 6(6), 28-49

 xxxiii.            O’Connell, W.,& Bligh M. (2009). Emerging from ethical scandal: Can corruption really have a happy ending? Leadership, 5(2), 213-235.

 xxxiv.            Okoji, O.O. (2014). Influence of leadership style on community development programmes implementation in rural communities of Akwa Ibom State, Nigeria. International Multidisplinary Journal, 8(2), 83-95

   xxxv.            Olanipon, O.O., Olumuyiwa, O.M., & Akinola, A.A (2018). Strategic planning and corporate performance in the Nigerian banking industry. Asian Journal of Economics, Business and Accounting, 7(2), 1-12.

 xxxvi.            Oliva, R., & Kallenberg, R. (2003). Managing the transition from products to services. International Journal of Service Industry Management, 14(2), 160–172.

xxxvii.            Osagie, R.O., & Momoh, U. (2016). Principal leadership and student performance in senior secondary schools in Edo State, Nigeria. Educational Planning, 23(3), 17-28.

xxxviii.            Petrescu, C. (2013). Are we better today than we were yesterday? Changes in leadership practices of non-profit governing boards. International Leadership Journal, 5(3), 72-88.

 xxxix.            Strukan, E., Nikolic, M., & Sefic, S. (2013). Impact of transformational leadership on business performance. Tehnički vjesnik, 24(2), 435-444

            xl.            Teece, D., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18 (7), 509–533.

          xli.            Tutar, H., Altınöz, M., & Çakıroğlu, D. (2011). Is ethical leadership and strategic leadership a dilemma? A descriptive survey.  Procedia Social and Behavioral Sciences, 24(1), 1378–1388.

        xlii.            Wang, H., Tsui, A. S., & Xin, K. R (2011). CEO leadership behaviors, organizational performance, and employees’ attitudes. The Leadership Quarterly, 22(1), 92-105.

      xliii.            Zoogah, D. B. (2011). Personality, strategic leadership and cooperative advantage. Leadership and management studies in sub-Sahara Africa volume II and III. San Diego, CA: University Readers

Adeoye, I.A, Strategic leadership dimensions and competitive advantage: Perspective of Service Firms in Lagos and Ogun State, International Journal of Management Sciences and Business Research 05(2019):58-67 DOI: 10.5281/zenodo.3496441