The Influence of Leadership as Moderating Variable Among Strategy Execution and Organizational Performance in Jordanian Public Sector

  • Authors

    • Hodifah Farhan
    • Abu Owaidha
    • Adi Anuar Azmin
    https://doi.org/10.14419/ijet.v7i3.7.25732
  • Strategy execution, organizational structure, organizational culture, external consultant, organizational performance

  • Abstract

    This paper aims to analyse the effect of leadership on the relationship between strategy execution and organizational performance of organizations in public sector in Jordan. The framework explores the dimensions of some constructs and their effects on organizational performance. The proposed constructs of independent variables are organizational level of analysis (organizational structure, o, organizational culture, reward system and external consultant), execution plan (execution objectives, execution tasks, and execution responsibility) and leadership. Specifically, leadership was tested as a moderator. In this quantitative research, cross-sectional data of administrative officer working in 30 ministries of the Jordanian government were obtained. The total respondents were 137 and all of them work as administrative officer in public organizations in Jordan. This research uses of data analysis in SEM (Structure Educational Modeling) using the Partial Least Square 2.0. The results obtained showed a moderator effect of leadership on the relationship between (organizational structure, o, organizational culture, reward system and external consultant), and organizational performance, the study found the Leadership will moderate on the relationship of organizational structure, organizational culture, reward system and external consultant towards organizational performance in Jordanian public sector.

     

     

  • References

    1. [1] Aldehayyat, J. and Anchor, J.R (2009).Strategic planning tools and techniques in Jordan, University of Huddersfield, 17 (7-8).281-293.

      [2] Aldehayyat, J. and Anchor, J.R (2010).Strategic planning implementation and creation of value in the firm. Strategic, University of Huddersfield,UK. Change, 19 (3-4). 163-176.

      [3] Alexander, L. (1985). Successfully implementing strategic decisions. Long Range Planning. 18 (3).91-7.

      [4] Alexander, L. (1991). Strategy Implementation: Nature of the problem in Hussey, D.E. (ED.).International Review of Strategic Management. 2(1).89-98.

      [5] Al-Shaikh, F. N., & Hamami, Y. T. (1994). Strategic planning in Jordanian business organizations. International Journal of Management, 11, 928-928.

      [6] Al-Tameemi, K. S. A., & Alshawi, M. (2014). The impact of organisational culture and leadership on performance improvement in Iraq. The Built and Human Environment Review, 7, 1-15.

      [7] Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173.

      [8] Beer, M., & Eisenstat, R. A. (2000). The silent killers of strategy implementation and learning. MIT Sloan Management Review, 41(4), 29.

      [9] Budhwar, P., & Mellahi, K. (2007). Introduction: human resource management in the Middle East. The International Journal of Human Resource Management, 18(1), 2-10.

      [10] ÄŒater, T., & PuÄko, D. (2010). Factors of effective strategy implementation: Empirical evidence from Slovenian business practice. Journal for east european Management Studies, 207-236.

      [11] Clapp-Smith, R., & Wernsing, T. (2014). The transformational triggers of international experiences. Journal of Management Development, 33(7), 662-679.

      [12] Collis, J., & Hussey, R. (2013). Business research: A practical guide for undergraduate and postgraduate students. Macmillan International Higher Education.

      [13] Felício, J. A., Caldeirinha, V. R., & Rodrigues, R. (2017). Global mindset and the internationalization of small firms: The importance of the characteristics of entrepreneurs. International Entrepreneurship and Management Journal, 8(4), 467-485.

      [14] Floyd, S.& Wooldridge, B. (2014).Building Strategy from the Middle: Conceptualizing Strategy Process, Sage, and Thousand Oaks, CA

      [15] Gavrea, C., Ilies, L., & Stegerean, R. (2011). Determinants of organizational performance: The case of Romania. Management & Marketing, 6(2).

      [16] Hilman, H., & Siam, M. (2014). The influence of organizational structure and organization culture on the organizational performance of higher educational institutions: The moderating role of strategy communication. Asian social science, 10(13), 142.

      [17] Hrebiniak, L. (2008). Making strategy work: Overcoming the obstacles to effective execution. Ivey Business Journal, 72(2), 1-6.

      [18] Kreiser, P. M., Marino, L. D., Kuratko, D. F., & Weaver, K. M. (2013). Disaggregating entrepreneurial orientation: the non-linear impact of innovativeness, pro-activeness and risk-taking on SME performance. Small Business Economics, 40(2), 273-291.

      [19] Li Y., & Tan, C. (2013). Matching business strategy and CIO characteristics: The impact on organizational performance. Journal of Business Research.66.248–259.

      [20] Maas, M. L., Lyons, S. S., Specht, J. P., & Karlman, S. E.(2008). Everyday excellence: A framework for professional nursing practice in long-term care. Research in gerontological nursing, 1(3), 217-228.

      [21] Miller, S., Hickson, D., & Wilson, D. (2016). From Strategy to Action: Involvement and Influence in top Level Decision. Long Range Planning.41(6). 606- 628.

      [22] Mintzberg, H. & Quinn, J. B. (2015).The strategy process concepts, contexts, cases. (2nd Ed) Englewood Cliffs: Prentice Hall.

      [23] Olson, E.Slaten, S.& G. Tomus, M. (2015).The Importance of Structure and Process to Strategy implementation.Business Horizons. 48. 47-54.

  • Downloads

  • How to Cite

    Farhan, H., Owaidha, A., & Anuar Azmin, A. (2018). The Influence of Leadership as Moderating Variable Among Strategy Execution and Organizational Performance in Jordanian Public Sector. International Journal of Engineering & Technology, 7(3.7), 661-665. https://doi.org/10.14419/ijet.v7i3.7.25732

    Received date: 2019-01-11

    Accepted date: 2019-01-11