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This study examines the promotion of paternity leave by focusing on the role of female directors on boards. Drawing on insights from the literature on the upper echelons theory and strategic leadership, we argue that efforts to break gender stereotypes in upper‐echelon positions, particularly through female representation on boards, can promote paternity leave. Analyzing data from 633 Japanese firms between 2017 and 2021 with pooled regression models revealed that a high proportion of female directors promoted paternity leave. Additionally, it implied that the proportion of female department managers can strengthen the positive effects of female directors on paternity leave promotions. Our results contribute to the theory and practice of gender equality in organizations by providing implications for promoting crucial management practices that may be hindered by gender stereotypes. [ABSTRACT FROM AUTHOR]

Abstract The purpose of this study is to investigate the effects of strategic leadership on change management within public organizations, mediated by knowledge management. In this study, an explanatory design and a quantitative approach were employed. A structured questionnaire survey was administered to 366 randomly selected respondents from public organizations in northwest Ethiopia. The reliability and validity of the scale items were rigorously assessed, and the data were analyzed using partial least squares structural equation modeling. The findings reveal the direct effects of strategic leadership and knowledge management on change management, with knowledge management partially mediating the relationship between strategic leadership and change management. The study addresses a significant gap in the literature by shedding light on how strategic leadership drives change in public organizations. Its interdisciplinary approach and examination of mediation offer original insights, paving the way for future studies on challenges within public service contexts. Recommendations underscore the importance of considering local context, embracing adaptive leadership, and integrating knowledge processes for effective change management in public organizations.

This review analyzes the progression of strategic planning and implementation models from McKinsey 7’s’ to Higgins 8’s’ and then to the 9’s. It examines how these frameworks improve strategy plan execution, leading to better organizational performance and competitive advantage. Integrating empirical and theoretical findings, the analysis compares these models, emphasizing leadership roles, the nexus between internal and external factors, and the critical integration of supply chains, goal-setting, and synergy. The study reveals that although McKinsey and Higgins’ models offer initial insights into implementing strategies, they do not address the complexities between the organization’s components. On the other hand, 9 ‘S,’ which encompasses supply chain, objective focus, and synergy, offers an integrative approach to refining strategic execution and operational efficiency. The recommendation for organizations is a shift towards the 9’S’ model, surpassing previous frameworks by focusing on supply chain management, precise goal articulation, and fostering collaborative synergy. This approach will help businesses develop integrated implementation processes concerning changing business climates, enhancing management capabilities, and maintaining competitive strength.

This research examines the impact of political party affiliations and interference on school management in the Zululand District of South Africa. Using an interpretive research approach and qualitative methods, including an extensive review of existing literature and data collection through interviews, the study conducts semi-structured interviews with 21 individuals from three public primary schools. It also explores the influence of political factors on School Governing Bodies (SGBs), including their involvement in party politics and the challenges they face in enhancing their capacities. The findings confirm significant political interference in school governance, particularly in rural areas where political affiliations influence decision-making. SGBs often align themselves with political parties, leading to governance inefficiencies and conflicts among parent governors. Through the lens of participatory democratic theory, the study reveals governance capture in rural schools, with discriminatory practices and corruption arising as consequences of political intervention. The recommendations call for empowering SGBs to navigate political pressures through policy reforms, ensuring autonomy for parent governors, and reassessing the permissible extent of political influence within the governance framework. Additionally, the Department of Basic Education (DBE) is urged to address socioeconomic factors exacerbating corruption and to uphold integrity within school governance structures. By addressing the influence of politics and enhancing transparency, the DBE can cultivate a more equitable and effective educational environment for rural South African students.

The purpose of this study is to investigate the effects of strategic leadership on change management within public organizations, mediated by knowledge management. In this study, an explanatory design and a quantitative approach were employed. A structured questionnaire survey was administered to 366 randomly selected respondents from public organizations in northwest Ethiopia. The reliability and validity of the scale items were rigorously assessed, and the data were analyzed using partial least squares structural equation modeling. The findings reveal the direct effects of strategic leadership and knowledge management on change management, with knowledge management partially mediating the relationship between strategic leadership and change management. The study addresses a significant gap in the literature by shedding light on how strategic leadership drives change in public organizations. Its interdisciplinary approach and examination of mediation offer original insights, paving the way for future studies on challenges within public service contexts. Recommendations underscore the importance of considering local context, embracing adaptive leadership, and integrating knowledge processes for effective change management in public organizations. [ABSTRACT FROM AUTHOR]

Research Summary: Although research has explored how executive hubris shapes organizational actions, we theorize that hubris can also develop outside the executive suite. We introduce the construct organizational hubris, which we define as a durable, collective attitude marked by exaggerated pride and confidence in the organization. Organizational hubris differs from executive hubris in terms of level (individual versus collective) and target (self‐focused vs. organization‐focused). We argue that organizational hubris can develop among high‐identification organizations via an external route (positive external attributions) or an internal route (charismatic messaging from top leaders), or both. Once developed, organizational hubris affects important outcomes by shaping (1) how external stakeholders perceive the organization, (2) how insiders treat external stakeholders, and (3) the relationship among internal stakeholders—particularly between employees and top managers. Managerial Summary: Among the many stories of corporate excess, some organizations exhibit a sense of superiority—the view that success is inevitable and failure impossible—that can shape their very nature. In this article, we depart from the idea that hubris is confined to the C‐suite and introduce the construct organizational hubris, which we define as a durable, collective attitude marked by exaggerated pride and confidence in the organization. Organizational hubris can develop from positive external attributions and/or charismatic messaging from top leaders. Once developed, organizational hubris affects important strategic outcomes by shaping (1) how external stakeholders perceive the organization, (2) how insiders treat external stakeholders, and (3) the relationship among internal stakeholders—particularly between employees and top managers. [ABSTRACT FROM AUTHOR]

This study aims to identify the impact of strategic leadership (SL) in enhancing strategic performance (SP) using the balanced scorecard (BSC) approach in Jordanian higher education institutions. In addition to identifying what change management (CM) can provide in explaining the role of SL in enhancing SP. The study population consisted of all official universities in Jordan, which numbered (11) official universities. The study followed a comprehensive survey method, where questionnaires were distributed to all official universities. The sampling unit consisted of deans of colleges in official Jordanian universities. The sample size was 350 respondents. The recovered questionnaires were (238) questionnaires. The results of analyzing the study data indicated that there was an effect for all dimensions of SL on SP. The study also found that all dimensions of SL affect SP in Jordanian official universities. Finally, the results of the data analysis indicated that the CM variable plays a mediating role in the impact of SL on SP. Based on the results, the study recommends the need for Jordanian official universities to pay attention to strengthening aspects of SL among current and future leaders and raising them to higher levels. [ABSTRACT FROM AUTHOR]

Research on organizational misconduct has mostly evolved independently from the literature on corporate governance. Yet, our survey of research on the role of directors in organizational misconduct contexts yielded more than 110 articles in the last 17 years across the management, accounting, marketing, operations, public relations, and finance literatures, showing that research on the role of corporate governance in organizational misconduct has increasingly become a distinct domain of inquiry. With its own scholarly audience, including scholars working in strategy, ethics, decision-making, and leadership, this research has employed diverse theories and investigated different antecedents, reactions, and outcomes. It has also focused on how directors both influence and are affected by organizational misconduct. Consequently, this literature is currently fragmented in several respects. Our aim in this review is to generate conceptual integration that brings coherence to this growing body of research and to facilitate future research in this important domain. The review offers a cohesive view of the effects of corporate governance on misconduct and of misconduct on corporate governance and provides frameworks for integrating the disparate macrolevel theories that currently characterize this work. [ABSTRACT FROM AUTHOR]

The growing literature at the intersection of executives' characteristics and stakeholders' evaluations argues that executives' characteristics not only have "first-order effects" on their organizations' actions and outcomes, as in upper echelons theorizing, but also give rise to "second-order effects" or "opportunity structures," whereby stakeholders evaluate and react to focal executives' organizations based on those characteristics. Despite many insights from the burgeoning literature on the second-order effects of executives' characteristics on stakeholders' evaluations and reactions, the literature lacks a comprehensive framework with core tenets by which stakeholders form evaluations of executives' characteristics that drive their actions (or, reactions, as it were) based on such characteristics and the ensuing outcomes. In turn, knowledge from the proliferating literature on how stakeholders react on the basis of their evaluations of referent organizations' executives' characteristics is fragmented, consisting of a series of disconnected findings and attendant insights scattered across various theoretical and topical domains. We conducted a framework synthesis of the literature to iteratively derive a conceptual framework from extant research—which we call the stakeholder view of upper echelons —that synthesizes knowledge at the intersection of executives' characteristics and stakeholders' reactions around this framework. In doing so, we provide the foundation for future research to help extend knowledge in this important domain. We identify several avenues that are important for future work to address and provide practical implications from our framework. [ABSTRACT FROM AUTHOR]

This study investigates the impact mechanism of the government's strategic leadership (SL) and environmental optimisation (EO) on the improvement of regional innovation performance (RIP) under the effects of the regional innovation system coupling synergy degree (RISCSD). Based on the nonlinear threshold regression model, the coupling synergy model and entropy value method, the threshold regression analysis is conducted by calculating the RISCSD. The results indicate that: under the effect of the RISCSD, the SL, EO, and RIP have distinct single and double threshold effects. With the improvement of RISCSD, the influence of SL on RIP has changed from inhibition to promotion; while the promotion effect of EO on RIP shows an upward trend at first, and then slightly weakening. This paper provides relevant policy suggestions for local public administrations to enhance RIP. [ABSTRACT FROM AUTHOR]

Copyright of Turkish Studies - Economics, Finance, Politics is the property of Electronic Turkish Studies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This article aims to explore the strategies and practices of strategic leadership in optimizing innovation performance from a social perspective. In the current era of globalization and informatization, the role of strategic leaders in enterprises is becoming increasingly important, and their leadership ability and innovative thinking are crucial for the sustainable development of enterprises. The article first analyzes the impact of social factors on the innovation performance of strategic leadership, including market demand, industry competition, policies and regulations, and social culture. Subsequently, the article proposes the core strategies of strategic leadership in optimizing innovation performance, including building an innovation culture, strengthening team collaboration, enhancing innovation capabilities, and strengthening strategic management. In building an innovation culture, strategic leaders need to create a cultural atmosphere that encourages innovation and tolerates failure. By establishing innovation reward mechanisms and organizing innovation activities, they can stimulate employees' enthusiasm and enthusiasm for innovation. At the same time, leaders also need to focus on innovative education and training for employees, enhancing their innovation awareness and abilities. [ABSTRACT FROM AUTHOR]

Nonprofit organizations increasingly face surprising and disruptive shocks, beyond financial setbacks, that challenge an organization's operations, long‐term survival, and success. To continue to execute their mission, nonprofits must be resilient. Despite the importance of resilience in nonprofits, more research is needed to understand the factors that build organizational resilience and how leaders can help promote resilience. We conducted a qualitative case study, consisting of 23 interviews with organizational members and key partners, fieldwork, and archival information, of a documented resilient nonprofit organization. Our findings suggest that leaders can enhance resilience by gaining access to resources through collaboration, which is in line with previous theorizing. Our results add to previous research by providing a more nuanced understanding of how collaboration can facilitate resilience. Specifically, our findings suggest that resilience may be enhanced when organizational humility drives leaders to strategically constrain their network primarily to partners that share a common mission. Our research contributes predominantly to the organizational resilience literature, while offering more auxiliary contributions to the organizational humility literature. Further, our research offers practical guidance for how leaders of nonprofits can develop resilience in their organizations. [ABSTRACT FROM AUTHOR]

The purpose of this study is to investigate the effects of strategic leadership on change management within public organizations, mediated by organizational culture, knowledge management, and accountability. The study applied an explanatory design and a quantitative approach through a structured questionnaire survey (n = 366) with randomly sampled respondents in public organizations in Central Gondar, Ethiopia. The reliability and validity of scale items were tested. The data were analyzed using SEM-PLS version 4. The results revealed that strategic leadership, organizational culture, knowledge management, and accountability had a direct effect on change management. Additionally, the study demonstrated a partial mediation of organizational culture, knowledge management, and accountability, shaping the relationship between strategic leadership and change management. This study fills a gap in the literature on how strategic leadership determines leading and managing change in public organizations. Moreover, it reveals valuable insights into multifaceted dynamics and multiple mediating factors. The study’s unique interdisciplinary approach and multiple mediation explorations within public organizations are deemed original, laying the groundwork for future research on challenges in public service contexts. Finally, it is recommended that government officials and policymakers prioritize local context, adaptive leadership, accountability mechanisms, cultural integration, and contextualized knowledge for change in public organizations.

Background. Present-day challenges necessitate the shaping of a sovereign education system that would provide Russia with highly qualified professionals capable of fulfilling the assigned tasks in ensuring the country’s sustainable economic development and technological sovereignty. In this regard, the activities of universities and the analysis of students’ requests for the education they receive are of importance and require multidimensional studies, the search for new formats in organizing work, updating the content of educational programmes and the shaping of contemporary competencies for future professionals. Study Participants. The sample of the study included 52,919 people. A flow-line sample was applied. Full-time students of Russia’s state and private universities took part in the survey. The sample represents the general population, covering all full-time students at universities in the Russian Federation and amounts to 2%. Statistical adjustments were used based on four criteria: the federal district in which the university is located, level of study, year of study, and gender. Methods. The methodological basis of the study was determined by the complexity and multifaceted nature of the research object, which required the use of an interdisciplinary approach and the use of pedagogical, general sociological, cultural, statistical, demographic concepts and techniques. Results. The analysis of the Russian students’ opinion showed that the organization of the educational process is somewhat lagging behind today’s expectations. This is especially true for a practice-oriented learning model, focusing on the demands of specific sectors in the economy and the preparation of professionals with balanced soft and hard skills and competencies. Based on the analysis and the results obtained, the authors propose practical measures to change approaches to the organization of learning.

Background. Given the contemporary realities, the need to improve the educational system in Russia is becoming more and more acute. Such improvements are necessary in terms of implementation of national goals and strategic objectives for Russia’s development, of creation of a sovereign national education system and of strengthening the country’s unified educational space (including new regions). They also encompass compliance of students’ training with the requirements of contemporary information society and with the global trends in strategic academic development as well as the formation of knowledge and skills demanded by the labor market both in the near future and in the long-term prospect. In this regard, it is essential to comprehensively assess the challenges facing the educational system and to propose possible solutions on the part of the university community aimed at the achievement of the goals and objectives, both within the framework of existing national projects and programmes and for the medium-term prospects. Methods. An interdisciplinary approach and structural-functional analysis of education issues in the context of Russia’s national projects and objectives of strategic development constitute the methodological basis of the article. Results. The author outlines the main tasks to be solved and the directions in the work of the Russian university community. The article shows the directions for reforming mathematical, chemical, physical, and engineering education. It emphasizes the importance and significance of basic science training in higher education. It substantiates opportunities for strengthening the regional base of personnel training as well as gives recommendations for building a sovereign education system and forming a unified educational space. It also highlights the importance of educational work and patriotic education in universities. The directions in the work of the university corporation, proposed in the article, are in fact a programme document for the higher school for the current period and for the future.

Research on strategic leadership practices in emerging economies is crucial due to increasing global influence. This study explores strategic leadership by addressing four key research questions using an integration approach. The first three questions are answered through a systematic review, while the fourth is explored through an empirical study. A total of 27 journal articles were selected based on strict inclusion and exclusion criteria, and were analyzed using content analysis, while empirical data were analyzed descriptively. The majority of reviewed literature related the concept of strategic leadership with executives’ functions that have strategic consequences. Whereas factors contributing to ineffective strategic leadership include short-termism, hubris, greed, and unethical behavior. The empirical study revealed that Ethiopian higher education institutions positively view institutional innovativeness, information management, strategic decision-making, and HRM activities. However, priority management, strategic control, ethical leadership, strategic influence, and stakeholder engagement were less favorably regarded. Strategic leadership in emerging economies, including Ethiopian higher education institutions, is shaped by both universal leadership principles and context-specific challenges. To thrive, strategic leaders must balance immediate pressures with long-term organizational vision, focusing on innovation, ethical practices, and robust stakeholder engagement. As well as the study inform leadership development, global business strategies, and supports sustainable economic growth in emerging markets.

OBJECTIVE To investigate the effect of leadership styles on strategic leadership, as well as the integration and commitment to a change plan within a hospital environment. METHOD A quantitative study was conducted to measure the impact of leadership styles on the following factors: (a) strategic leadership, (b) integration of change, and (c) commitment to change. The research sample consisted of 280 employees working in general hospitals located in the area of Thessalia, Greece. The questionnaire used included several tools to measure the variables mentioned above. RESULTS The research revealed that the transformational leadership style's idealized influence and inspirational motivation characteristics were the most frequently adopted, while the passive laissez-faire style was the least utilized. Furthermore, the findings of this study showed a positive connection between both transactional and transformational leadership styles with the factors of strategic leadership, integration of change, and commitment to change. In contrast, the laissezfaire style exhibited a negative relationship with the variables of strategic leadership, integration of change, and commitment to change. CONCLUSIONS Effective leadership plays a crucial role in managing a health institute and successfully implementing a strategic organizational change plan. The commitment and integration of healthcare employees are essential assets for the successful execution of organizational change. [ABSTRACT FROM AUTHOR]

There are many complex reasons for the underrepresentation of women among executive ranks, both on the supply side (that is, women opting out of the executive track or career experiences that put them on it) and the demand side. To begin to tackle this multifaceted issue and better understand the demand-side drivers of lack of diversity in the upper echelons of organizations, we build on the institutional logics literature to develop the notion of CEO exclusionary schema and argue that it introduces an unconscious bias. To test this notion, we empirically investigate the role that a CEO's participation in a male-dominated, exclusionary sport plays as an obstacle to female advancement in the executive ranks. Specifically, we find that CEOs that play golf are significantly less likely to employ a female on their executive team, across a range of definitions. Further, we show that this relationship is even stronger for CEOs with elite educational backgrounds. In additional analyses, we find that the gender pay gap on the top management team is also much larger at firms where the CEO plays golf. Overall, our study suggests that CEO out-of-the-office experiences and background can support unconscious biases, and there is still significant work to be done to break down demand-side barriers to female advancement in the executive realm. [ABSTRACT FROM AUTHOR]

Top executives play an important role in how firms keep pace with or fall behind in today's digital economy. In this study, we considered 246 top business executives and digital transformation projects for which they were responsible but had not yet approved. Based on surveys each executive completed, we found that commitment to digital transformation initiatives – a critical success factor for the initiative – was strongly associated with the executives' 'digital savviness' but that this was weakened when executives had longer tenures with their organisations or faced greater competitive pressures. Our findings illustrate that executive commitment to digital transformation does not just require an increase in technological understanding. It is a qualitative change in the way executives prepare for, respond to, and stay engaged with digital initiatives. [ABSTRACT FROM AUTHOR]

In this study we explore whether celebrity CEOs use certain types of language that affect stakeholders' perceptions more than noncelebrity CEOs do during earnings calls. We focus specifically on the sociocognitive processes associated with possessing celebrity and how they are likely to influence celebrity CEOs' language use. We argue that the sociocognitive outcomes associated with the confidence and sense of authority resulting from the CEOs' celebrity will increase the likelihood they use more relatively positive, concrete, certain, and self-regarding language, all of which can influence stakeholders' reactions. We also distinguish between A-list and B-list celebrities, and expect greater celebrity will result in greater language attribute use. Based on 8,203 quarterly earnings call transcripts involving celebrity and noncelebrity CEOs, we find general support for our hypotheses. A-list celebrities employ all four language attributes more than both B-list celebrities and noncelebrities, but B-list celebrities differ from noncelebrities only with respect to some language attributes. Our study contributes to the celebrity literature by enhancing our understanding of how achieving celebrity, and the degree of celebrity achieved, affects CEOs' behaviors. We also contribute to the corporate communications literature by demonstrating how the sociocognitive processes and outcomes associated with CEO celebrity affect language use that can influence stakeholders' confidence in what the CEO says, even if it reveals no new information. [ABSTRACT FROM AUTHOR]

Research shows that CEOs who are sensitive to maximizing gains (promotion focus) engage in more socially oriented initiatives, while CEOs who are sensitive to avoiding losses or harm (prevention focus) attend more to shareholder concerns. Our point of departure, however, is that many social initiatives are of the "do no harm" type that involve efforts to avoid burdening stakeholders with social and economic costs. Integrating research on strategic leadership and regulatory focus, we develop a framework for understanding the relevance of CEO regulatory focus for workplace safety. We argue that firms with prevention-focused CEOs have fewer employee injuries than firms with promotion-focused CEOs as these latter CEOs impose aggressive workloads on employees. Drawing on regulatory fit theory, we further identify two contextual factors that attenuate or accentuate CEO motivation to pursue harm-reducing or growth-maximizing goals. Whereas analyst downgrades mitigate the influence of prevention focus by motivating CEOs to avoid missing their obligations to shareholders, environmental munificence strengthens the influence of promotion focus on injuries by motivating CEOs to take advantage of growth opportunities in the environment. Based on a sample of S&P 500 firms and injury data from the Occupational Safety and Health Administration (OSHA) from 2002 to 2011, we find support for our predictions. The results illustrate the unforeseen consequences of CEO regulatory focus on employee interests. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to evaluate the potential of the study of strategic cohesion in the form of case study analysis. In addition to the theoretical part, the study presents a case study analysis of the strategic cohesion of two companies. Design/methodology/approach: The paper highlights the methodology in the research approach: reductive approach vs holistic approach. To this end, based on the analysis of the literature, the main areas and relationships of the occurrence of strategic coherence were identified, both in the holistic and reductive research approaches. In the next stage of the research - a case study was used as a tool for studying the strategic coherence of enterprises. Findings: The results of the analysis of the two cases suggest that achieving strategic coherence of an organization is important from the perspectives of its development and survival in the market. Crucial to achieving coherence appears to be the commitment of the organization's CEO to support strategic coherence. Research limitations/implications: The analysis of the literature indicates methodological difficulties in defining research methods for studying the strategic coherence of an enterprise (Romanowska, 2018; Mielcarek, 2020). The future research process, due to the complexity and difficulty of implementing tools to measure the strategic cohesion of an enterprise, requires great care in interpretation. Trying to propose a universal tool requires the decision to choose a holistic or reductionist approach. The holistic approach seems the most appropriate yet difficult to implement (Romanowska, 2018). The weaknesses of the reductionist approach are due to the subjective reduction of relevant variables. Limitations in the conducted research stem from the use of the case study as a research method. Its weaknesses include: the inability to create generalizations, random data collection, and the degree of structuring of individual cases (Czakon, 2011). Practical implications: Awareness of the importance of strategic consistency by the organization's CEO in the area of managerial decision-making can have a significant impact on the effectiveness and efficiency of business management. Social implications: The research construct (originally addressed to the analysis of the strategic coherence of enterprises) can be adapted to the study of the strategic coherence of public organizations (Latham, 2017) at different levels and areas of operation. The direct implications for society can manifest in more coherent strategies of individual municipalities, cities or provinces. The study of cohesion should ensure a more balanced and harmonious development of society. Originality/value: This paper appears to systematize research approaches in the area of strategic coherence. It is pointed out that case study analysis can be a tool for studying strategic coherence in the VUCA world in a holistic approach. [ABSTRACT FROM AUTHOR]

Copyright of Alustath is the property of Republic of Iraq Ministry of Higher Education & Scientific Research (MOHESR) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Housing prices are one of the indicators that identify the factors affecting it and could help to increase the efficiency of plans and to present housing planning strategies and policies. Despite many exchange rate fluctuations in recent years, there is a need to create a model that pays attention to the economic factors affecting housing prices in addition to the ordinary housing features. Since the housing price modeling is one of the issues that has a spatial component, therefore, in presenting the model related to housing prices, its location should also be considered. Therefore, in this study, the analysis of the spatial distribution of housing prices in district 5 of Tehran municipality and the factors affecting that have been investigated. In this regard, housing sales data in this region in 2018, 2019, and 2020 have been used to model housing prices. The research results have been obtained by the Multiscale Geographically Weighted Regression (MGWR) method, which provided better results compared to those by both the Geographically Weighted Regression (GWR) and Ordinary Least Squares (OLS) methods. The adjusted coefficient of determination in OLS, GWR, and MGWR algorithms was obtained equal to 0.762, 0.821, and 0.853, respectively. The MGWR method is one of the methods that can model the spatial heterogeneity of housing price data. According to the results, the exchange rate variable (dollar price) has the greatest impact on housing price modeling. [ABSTRACT FROM AUTHOR]

One of the challenges of the space governance system in Iran is the confusion in the organizational culture of guiding in the areas of decision-making and decision-making. This confusion has always shown itself in the emergence of political planning and physical-spatial divisions in the field of spatial planning of the country. To explain the need for a paradigm shift in the culture of guiding Iran's spatial governance system, this research has tried to apply an exploratory approach and a mixed method in the form of a semi-structured interview. In the form of a targeted Delphi method, to identify and propose leadership models for Iran's spatial governance system at three local, regional, and national levels. The obtained results show that the spatial governance system in Iran requires a transition to strategic leadership in the decisionmaking system to change the paradigm in the guiding culture at the national level. At the regional level, the charismatic leadership model and, at the local level, the transformational leadership model are the proposed models for changing the guiding culture of the aforementioned levels in Iran's spatial governance system. This research shows the importance of transformation in the guiding culture of the space governance system in Iran as one of the most important solutions in achieving integration and understanding the importance of overcoming functional, political-planning and physical-spatial divisions in the process of moving towards sustainable spatial planning. [ABSTRACT FROM AUTHOR]

This study aimed to identify the impact of strategic leadership on achieving competitive advantage through crisis management in banks operating in Amanat Al Asema. The study adopted the descriptive analytical approach, and its population consisted of all employees in leadership and supervisory positions in banks under study, amounting to (1710) employees. A sample of (313) members was selected by the random probability stratum method. Data was collected by a questionnaire. The data was entered, coded, and processed using the SPSS 23. Structural equation modeling (SEM) using the partial least squares (PLS) algorithm was used to test the hierarchical model of the study at two levels using the SmartPLS 3 program. The reflective model was used to analyze the first level, and the formative model was used for the second level. The study results showed that the banks under study pay great attention to achieving competitive advantage in all its dimensions, as well as to practicing strategic leadership in all its dimensions, and to practicing crisis management in all its dimensions as well. The results also revealed that there was a direct statistically significant impact of strategic leadership in all its dimensions combined and crisis management in all its dimensions combined, on achieving competitive advantage for the banks under study. The study also showed a decrease in the level of the impact of strategic leadership on achieving competitive advantage through crisis management, compared to the impact of the strategic leadership variable alone on achieving competitive advantage for the banks under study. The study recommended the need to strengthen the practice of strategic leadership in all its dimensions for its impact to achieve competitive advantage in the banks under study. A priority should also be given to the practice of crisis prevention policy, in the banks under study. [ABSTRACT FROM AUTHOR]

Much prior scholarship in K-12 teacher leadership is agnostic to teachers' disciplinary areas and centrally focuses on how teachers' instructional expertise is utilized for leadership activities solely within their school. However, there are teacher leaders who engage in leadership by influencing policy development and implementation at larger system scales focused on their content areas. Given the nascency of research on this kind of leadership, the leadership activities teachers engage in outside the purview of their own building is not well known. There is a need to explore how this kind of leadership is described through explicit taxonomies, frameworks, and models. We focus specifically on secondary science teachers to discern how this form of disciplinary, strategic leadership has manifested within the extant research literature. A systematic literature review (SLR) methodological approach yielded 30 refereed publications from 25 authors using search parameters for secondary science teacher strategic leadership. The analysis yielded four themes: (1) divisions within and (2) conflicting conceptualizations of strategic leadership among researchers, and, for teachers, (3) individualized experiences precipitated by a (4) transformational experience that facilitated engagement in strategic leadership. This scholarship establishes a foundation for future research directions in leadership among secondary science teachers. [ABSTRACT FROM AUTHOR]

Purpose: Over time, enhancing a company's performance had mainly involved securing a competitive position compared to industry peers. A competitive advantage results in improved performance by cultivating greater customer loyalty, heightened satisfaction, improved financial outcomes, and a larger market share. As a result, organizations were increasingly working to strategically position themselves within their industries to surpass competitors. Despite implementing various strategic changes to maintain a competitive edge, companies in the animal feed manufacturing sector, including those in the central and upper east regions of Kenya, confront intense competition from both established and new players. This study aimed to evaluate the impact of strategic leadership on the competitive advantage of animal feed manufacturing firms in Upper Eastern and Central Kenya. Design/methodology/approach: The competitive advantage theory will provide insights into the research. Employing an explanatory research design, the study focused on 96 animal feed manufacturing firms in Central and Upper Eastern Kenya. The research adhered to ethical standards and principles, presenting the findings through charts and tables. Charts and tables were utilized to present the findings of the study. Findings: The conclusions drawn from the results suggest that the adoption of strategic leadership exhibits a constructive and considerable influence on competitive advantage within Animal feeds manufacturing firms in Central and Upper Eastern Kenya. The study advises animal feeds manufacturing firms to prioritize bolstering strategic leadership across managerial echelons, from mid-level managers to top executives, to ensure they grasp their responsibilities in fostering and preserving competitive advantage over the long haul. Paper type: Research paper

This study aims to examine how strategic leadership in the MSME sector affects the relationship between entrepreneurial skills and entrepreneurial motivation to business outcomes. The selection of respondents for this study will be conducted by random sampling and purposive sampling for owners and leaders of MSMEs in Central Cikarang. A total of 100 respondents will be selected as the sample size. To conduct data analysis will use the Partial Least Squares Structural Equation Modeling (PLS-SEM) method. The results show that entrepreneurial motivation does not directly influence business performance, but entrepreneurial ability and strategic leadership have a significant relationship with business performance. In addition, strategic leadership was shown to regulate the relationship by enhancing the positive effects of entrepreneurial ability and motivation on business outcomes. These findings emphasize the importance of strategic leadership development in improving the performance and survival of MSMEs Keywords: Entrepreneurial Skills; Entrepreneurial Motivation; Strategic Leadership; Business Performance