Original Research

Nature of the relationship between strategic leadership, operational strategy and organisational performance

Kobus Serfontein, Johan Hough
South African Journal of Economic and Management Sciences | Vol 14, No 4 | a21 | DOI: https://doi.org/10.4102/sajems.v14i4.21 | © 2011 Kobus Serfontein, Johan Hough | This work is licensed under CC Attribution 4.0
Submitted: 11 June 2010 | Published: 06 December 2011

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Kobus Serfontein, PSG Group
Johan Hough, University of Stellenbosch, South Africa

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Since the mid-1980s a growing body of leadership research has focused on strategic leadership, in contrast to managerial and visionary leadership. It focused on how top leadership makes decisions in the short term that guarantees the long-term viability of the organisation. The best performing organisations are consciously strategic in their leadership planning. These top leaders also have the ability to align human resources in an effective way directly to the business strategy. This article identifies some of the direct and indirect pathways in which strategic leadership influences the operational strategy and performance of business organisations in South Africa. This research pinpointed theoretical and substantively meaningful endogenous organisational capabilities that mediated this relationship and exogenous organisational factors that moderated this relationship.


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