Strategic leadership analysis for organizational transformation and employee involvement (participation-interaction)

Effective strategic leadership is considered as an important element in the performance efficiency of companies operating in the dynamic and difficult environment of the 21st century. In the face of insecurity and lack of information resources, strategic leadership is needed to address environmental disturbances and the ongoing need for appropriate organizational transformation to achieve the set goals. Most conceptual and empirical studies have shown that strategic leadership significantly affects outcomes. Despite the importance of strategic leadership, studies have shown that the impact of strategic leadership on firm performance depends on conditional constraints or random effects. To date, only a handful of empirical studies have analyzed the direct and indirect relationship between strategic leadership, the external environment, organizational change, and outcomes. The purpose of this paper is to investigate this research gap through critical analysis of the conceptual and empirical aspects of the theoretical foundations associated with it, which suggests that the external environment and organizational change are likely to affect the relationship between strategic leadership and organizational performance. This article, by analyzing emerging hypotheses, states that the direct impact of strategic leadership on results is controversial and ambiguous, because the impact of the external environment and organizational change can be moderated and mediated. It is to be hoped that researchers and journals will conduct empirical research in various fields to expedite the elimination of existing knowledge gaps.