A Conceptual Framework on the Relationship between Strategic Leadership and Human Resource Management Practices in Public Universities in the United Arab Emirates: A Narrative Review

This study proposes that three key dimensions of strategic leadership—strategic vision, communication skills, and change leadership—may influence HRM practices in public universities in the UAE. This paper utilizes a narrative literature review method to integrate and critically evaluate existing work on strategic leadership and HRM. Using Strategic Leadership Theory, Human Capital Theory, and resource-based view (RBV), the study finds that three critical dimensions of strategic leadership - strategic vision, communication skills, and change leadership - have a significant impact on HRM practices. This study differs from purely descriptive studies, as it synthesizes existing literature and offers a critique of theoretical inconsistencies and limited empirical evidence in the UAE higher education context. First, earlier studies tend to treat strategic leadership as a broad construct and focus mainly on non-educational sectors, thereby limiting their applicability in the university context. Based on this analysis, a multidimensional conceptual model is proposed, including testable hypotheses. This study adopts a conceptual approach based on a narrative literature review and does not involve empirical testing. However, it proposes directions for future research using quantitative methods such as Structural Equation Modelling (SEM). The implications for theory and practice are twofold by proposing a systematic framework that suggests how leadership capabilities can bolster the effectiveness of HRM and contribute to the sustainable performance of institutions.