The influence of Strategic Leadership on Organizational Performance - A field study of Non-Profit Organizations Operating in Aden Governorate
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Abstract
The study aimed to examine the impact of strategic leadership dimensions (strategic direction, core capabilities, human capital development, organizational culture, ethical practices, balanced control) on organizational performance dimensions (customers, financial performance, internal operations, learning, and growth) in non-governmental organizations (NGOs) in Aden Governorate. The descriptive-analytical method was applied, targeting a population of 790 employees from 22 NGOs, with a sample size of 272 respondents.
Data were collected using a questionnaire. Key findings revealed that both strategic leadership and organizational performance levels were high. Strategic leadership and organizational performance, varying across dimensions, had a strong positive relationship. The most significant influence was observed in human capital development, followed by ethical practices and balanced control, while strategic direction, core capabilities, and organizational culture had the least impact.
The study recommended enhancing strategic leadership practices in NGOs, adopting a participatory approach in strategic planning, focusing on human capital development through continuous training programs, and diversifying funding sources, including fixed funding
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Strategic Leadership, Organizational Performance, NGOs
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