Fusing Theory to Practice: A Case of Executing Analytical Strategic Leadership Tool

Modern companies implement strategic mechanisms to support corporate competitive analysis. On this theme, the current study is an attempt to connect transformational leadership with strategic thinking capability by establishing a diagnostic research tool. The aim behind establishing such a research instrument is to evaluate strong or weak corporate operations and practices, being followed at the three selected work locations of a European multinational company. Following construct theory, this study's mid-range theorizing revealed that, the employees at the three target work locations are not significantly empowered and therefore incapable to take independent work decisions. Such incapability, in return, obstruct the process of effective corporate strategic leadership. In accordance with the study findings, the categories of “intellectual stimulation” and “individualized consideration” are identified as the weak areas, linked to the work leadership operations. In addition, the aspects, namely, “work situation” and “situational referencing” are identified as weak processes associated with the strategic thinking construct. Furthermore, “investigative approach” and “situational handling” appeared as potentially strong strategic elements. The above referred findings are critically significant to support future testing and refinement of the proposed research tool. The current study offers wider implications for specialists, practitioners and researchers through the process of re-evaluation or cross comparative analysis of the study results.