Kebede, Debebe Alemu; We ke, Shimelis Zewdie; Kebede, Taye Amogne
A icle
S a egic leade ship p ac ices in eme ging economies: a
sys ema ic e iew and empi ical in es iga ion
Cogen Business & Managemen
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Sugges ed Ci a ion: Kebede, Debebe Alemu; We ke, Shimelis Zewdie; Kebede, Taye Amogne
(2024) : S a egic leade ship p ac ices in eme ging economies: a sys ema ic e iew and empi ical
in es iga ion, Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol. 11,
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S a egic leade ship p ac ices in eme ging
economies: a sys ema ic e iew and empi ical
in es iga ion
Debebe Alemu Kebede, Shimelis Zewdie We ke & Taye Amogne Kebede
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Kebede (2024) S a egic leade ship p ac ices in eme ging economies: a sys ema ic
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2024, VoL. 11, no. 1, 2418425
S a egic leade ship p ac ices in eme ging economies: a sys ema ic
e iew and empi ical in es iga ion
Debebe Alemu Kebede , Shimelis Zewdie We ke and Taye Amogne Kebede
Depa men o Managemen , College o Business and economics, Jimma uni e si y, Jimma, e hiopia
ABSTRACT
Resea ch on s a egic leade ship p ac ices in eme ging economies is c ucial due o
inc easing global in luence. This s udy explo es s a egic leade ship by add essing ou
key esea ch ques ions using an in eg a ion app oach. The i s h ee ques ions a e
answe ed h ough a sys ema ic e iew, while he ou h is explo ed h ough an empi ical
s udy. A o al o 27 jou nal a icles we e selec ed based on s ic inclusion and exclusion
c i e ia, and we e analyzed using con en analysis, while empi ical da a we e analyzed
desc ip i ely. The majo i y o e iewed li e a u e ela ed he concep o s a egic
leade ship wi h execu i es’ unc ions ha ha e s a egic consequences. Whe eas ac o s
con ibu ing o ine ec i e s a egic leade ship include sho - e mism, hub is, g eed, and
une hical beha io . The empi ical s udy e ealed ha E hiopian highe educa ion
ins i u ions posi i ely iew ins i u ional inno a i eness, in o ma ion managemen ,
s a egic decision-making, and HRM ac i i ies. Howe e , p io i y managemen , s a egic
con ol, e hical leade ship, s a egic in luence, and s akeholde engagemen we e less
a o ably ega ded. S a egic leade ship in eme ging economies, including E hiopian
highe educa ion ins i u ions, is shaped by bo h uni e sal leade ship p inciples and
con ex -speci ic challenges. To h i e, s a egic leade s mus balance immedia e
p essu es wi h long- e m o ganiza ional ision, ocusing on inno a ion, e hical p ac ices,
and obus s akeholde engagemen . As well as he s udy in o m leade ship
de elopmen , global business s a egies, and suppo s sus ainable economic g ow h in
eme ging ma ke s.
Abb e ia ions: PRISMA: P e e ed epo ing i ems o sys ema ic e iews and
Me a-analyzes; RQ: Resea ch ques ion
1. In oduc ion
The wen y- i s cen u y o ganiza ions ha e been expe iencing he o e alua ion o new in e ne -based
companies, which led o he loss o billions o dolla s by in es o s and he loss o many jobs. These
p oblems a e in ensi ied by global economic in e dependencies, s a egic leade ship incompe ency, and
lack o adequa e o e sigh by o mal ins i u ions. S a egic leade ship akes up necessa ily a ele an ole
in s a egically ocused o ganiza ions (Samimi e al., 2022). Eaco (2006) p o ides a de ini ion o s a egic
leade ship as he s a egies and beha io s employed in ini ia ing, de eloping, implemen ing, moni o ing,
and e alua ing s a egic ac ions wi hin an educa ional ins i u ion. This de ini ion akes in o accoun he
unique con ex (pas , p esen , and u u e) and he a ailabili y o esou ces, including physical, inancial,
and human esou ces.
In addi ion, he e a e s a egic leade ship esea che s who ela e he concep o s a egic leade ship
wi h di e en aspec s. Fo example, some o he mos ecen s udies ela ed o decisions made (Ve a
e al., 2022), wi h abili y Ku zhals e al. (2020). This indica ed, ha he e a e nume ous conside a ions o
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT Debebe alemu Kebede [email p o ec ed]om Depa men o Managemen , College o Business and economics, Jimma
uni e si y, Jimma, e hiopia
h ps://doi.o g/10.1080/23311975.2024.2418425
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 18 May 2024
Re ised 1 Oc obe 2024
Accep ed 14 Oc obe
2024
KEYWORDS
S a egic leade ship;
eme ging economy;
highe educa ion;
incompe ency; sys ema ic
e iew; in eg a i e
app oach
SUBJECTS
S a egic Managemen ;
Leade ship; C i ical
Managemen S udies
MAnAgEMEnT | RESEARCH ARTICLE
2 D. A. KEBEDE ETAL.
s a egic leade ship in li e a u e (Samimi e al., 2022). So, he a ena’s signi ican a ie y and lack o a
cohesi e se o indings demons a e he need o es ablish a mo e con incing unde s anding o s a egic
leade ship and o ganize i h ough an in eg a i e concep ha iden i ies a eas o u u e esea ch and
o ganiza ional a en ion.
I is commonly acknowledged ha o h i e in oday’s en i onmen , businesses mus hink s a egi-
cally and engage in s a egic leade ship. Howe e , in oday’s complica ed global en i onmen , an o ga-
niza ion’s po en ial o imp o e i s pe o mance is pu a isk when s a egic leade s ail o espond o
changes. Hi e al. (2010) a gued ha s a egically leading is he bigges p oblem o ganiza ions ace
in he wen y- i s cen u y. Howe e , he eason o he inabili y o s a egically lead om ei he o
business en i onmen o indi idual s a egic leade s was no clea ly iden i ied. Addi ionally, he exis -
ing kinds o li e a u e emphasized s a egic leade ship concep ualiza ion, examining he s a egic lead-
e ship a ibu es and compa ing s a egic leade ship wi h di e en leade ship s yles (Lea , 2012; Samimi
e al., 2022; Ve a e al., 2022). ne e heless, he e a e lack o esea ch conduc ed in he con ex o
easons o s a egic leade ship incompe ency in he wen y- i s cen u y (Al Thani & Obeida , 2020).
In spi e o hese di icul ies aced by he cu en o ganiza ions a g ea deal o s a egic leade ship
li e a u e om classical wo ks on execu i e beha io Min zbe g (1973) o Hamb ick and Mason’s (1984)
in luen ial uppe echelons pe spec i e, and he ex ensi e esea ch on boa ds o di ec o s (Da ies, 2003)
has been de o ed o he analysis o beha io s and decisions o s a egic leade s. Some o he p e ious
s a egic leade ship s udies a e puzzling. Fo example, s udies conduc ed by Finkels ein e al. (2009) con-
cluded ha whe e manage s a e no s a egically aligned wi h he CEO, isiona y leade ship has a neg-
a i e impac on collec i e s a egic consensus as i educes he eam’s commi men o he s a egy. This
inding has signi ican implica ions o when and when no o use s a egic leade ship, as well as he
need o accoun o con ingency a iables.
Fu he , Ku zhals e al. (2020) a gued ha s a egic planning p ocesses in an o ganiza ion a e o en
done wi h he assis ance o a specialis o consul an in collabo a ion wi h op managemen a away
om he o ganiza ion’s p emises. As a esul , while op managemen has comple e con ol o e s a egy
o mula ion, employees a e expec ed o pu i in o ac ion. In o de o p ope ly pu he s a egic issues
in o ac ion clea iden i ica ion o unc ions pe o med by s a egic leade ship is equi ed.
Samimi e al. (2022) clinched ha di e en schola s iden i ied s a egic leade ship unc ions in di e -
en aspec s. Fo example, he p ominen s a egic leade ship schola s Da ies (2003) and Da ies and
Da ies (2010) ela ed s a egic leade ship unc ion o wha s a egic leade s do (o ganiza ional abili ies)
and wha cha ac e is ics s a egic leade s display (pe sonal cha ac e is ics). The o he is I eland and Hi
(2005) which discuss he wen y- i s cen u y na u e o he o ganiza ion in which e ec i e s a egic lead-
e ship p ac ices occu and he need o he op managemen eam o discha ge hei s a egic leade ship
esponsibili ies. The e o e, based on he abo e-discussed I eland and his colleagues he wen y- i s cen-
u y o ganiza ion equi es in e ac ions be ween he i m’s g ea leade s ( he op manage s) and i s g ea
g oup (s akeholde s) h ough he con igu a ion o ac i i ies. This shows ha , as he e is no uni e sally
accep ed s a egic leade ship unc ions in he exis ing li e a u e.
O he s like Eaco (2006) and Al Thani and Obeida (2020) a gued ha he key elemen s o s a egic
leade ship include being p oac i e in esponse o con ex ual changes, leading he analysis and esponse
o a changing en i onmen , planning and aking ac ion o school e ec i eness and imp o emen in he
ace o con ex ual challenges, and leading moni o ing and e alua ion p ocesses o s a egically in o m
decision-making. This pe spec i e p esen s s a egic leade ship as a complex and dynamic social ac i i y
ha conside s his o ical, economic, echnological, cul u al, social, and poli ical in luences and challenges.
Hence, esea ch is needed o a clea iden i ica ion o unc ions pe o med by s a egic leade ship and
a ibu es ha lead he wen y- i s cen u y s a egic leade ship incompe ency.
Likewise, he p e ious esea ch looked a a ious leade ship s yles and hei e ec s on o ganiza ional
pe o mance. As well, s a egic leade ship p ac ice was iden i ied as a majo ac o in o ganiza ional pe -
o mance. Howe e , how his ela es o he eme ging economy, is unclea . E en i he o ganiza ion p ac-
ices s a egic leade ship, ac o s like adequa e budge , skilled manpowe , echnological ad ancemen ,
e c., a ec he s a egic leade ’s pe o mance. This implies he need o addi ional esea ch in his a ea
o cla i y he concep om eme ging economy con ex s.
COgEnT BuSInESS & MAnAgEMEnT 3
Mo eo e , he wo ks o Pi elis and Wagne (2019) and Ve a e al. (2022) a gued ha he majo i y o
he exis ing empi ical li e a u e has solely examined he impac o s a egic leade ship a he mic o le el
(speci ically ocusing on demog aphic a iables), wi hou in eg a ing bo h he mic o and mac o pe spec-
i es o leade ship. The impac o s a egic leade ship on pe o mance may be sys ema ically unde mined
by he absence o pe inen con ol a iables and con ex s. Thus, his s udy will ill hese gaps by e iew-
ing he concep s om eme ging economy aspec s.
Despi e he g owing signi icance o s a egic leade ship in d i ing economic g ow h and compe i i e-
ness in eme ging economies, he e emains a lack o comp ehensi e unde s anding o how leade ship
models in hese con ex s di e om hose in de eloped economies. Much o he exis ing li e a u e
ocuses on leade ship p ac ices in es ablished ma ke s, o en o e looking he unique challenges and
oppo uni ies aced by o ganiza ions in eme ging economies, such as apid ma ke shi s, esou ce con-
s ain s, and socio-poli ical ins abili y. Mo eo e , limi ed empi ical esea ch has been conduc ed o
explo e he e ec i eness o s a egic leade ship unc ions speci ic o hese egions, pa icula ly in sec-
o s like highe educa ion, whe e leade ship plays a c ucial ole in shaping inno a ion and ins i u-
ional g ow h.
This s udy ills his gap by employing an In eg a ion me hod app oach o examine s a egic leade ship
p ac ices speci ically in he con ex o eme ging economies, wi h a ocus on highe educa ion ins i u ions
in E hiopia. Th ough a sys ema ic e iew, he s udy iden i ies key leade ship a iables and amewo ks
ele an o hese economies, while he empi ical s udy p o ides p ac ical insigh s in o how hese lead-
e ship unc ions a e pe cei ed and applied. By add essing bo h heo e ical and p ac ical dimensions o
s a egic leade ship, his esea ch o e s a mo e nuanced unde s anding o leade ship p ac ices in eme g-
ing ma ke s, helping o in o m leade ship de elopmen , o ganiza ional s a egy, and policy-making in
hese apidly e ol ing en i onmen s.
As well as a esul o his, he s udy will also o ien he eme ging economy policymake s and s a e-
gic leade s on he impo ance o applying app op ia e s a egic leade ship p ac ices o he pe o mance
o an o ganiza ion. Based on his, he Resea ch Ques ions (RQ) o be answe ed in his s udy a e as
ollows:
RQ1: Wha is a de ini ion o he concep o s a egic leade ship?
RQ2: Wha is a s a egic leade ac o s ha a ec s a egic leade ship p ac ices in eme ging economies?
RQ3: Wha is he unc ion pe o med by s a egic leade s o cope wi h ac o s ha a ec s a egic leade ship
p ac ices in eme ging economies?
RQ4: Wha is he s a egic leade ship p ac ices o E hiopian highe educa ion ins i u ions looks like?
2. Resea ch me hods
To answe he esea ch ques ion we combined wo dis inc ye complemen a y me hodologies, which
a e a sys ema ic e iew ollowed by an empi ical s udy. The sys ema ic e iew allows o syn hesize and
consolida e o exis ing esea ch o iden i y key a iables o amewo ks, while he empi ical s udy enables
o apply, alida e, o explo e hese a iables in a eal-wo ld se ing. Hence, o answe he i s h ee
esea ch ques ions sys ema ic e iew p ocedu e was ollowed and he ou h esea ch ques ion was
answe ed using empi ical s udy.
2.1. Sys ema ic e iews
2.1.1. Sou ce o in o ma ion
This s udy p esen s a sys ema ic e iew o he li e a u e on s a egic leade ship, aiming o e alua e spe-
ci ic aspec s o he opic. Following he PRISMA 2020 guidelines, he e iew assesses e idence quali y,
cla i ies concep s, and iden i ies esea ch gaps. The me hodology includes clea c i e ia o a icle selec-
ion, sea ch s a egy, da a ex ac ion, and analysis p ocedu es o syn hesize a ailable e idence and ensu e
igo in add essing esea ch ques ions.
4 D. A. KEBEDE ETAL.
2.1.2. Resou ces and s udy selec ion
The e iew aimed o iden i y s a egic leade ship p ac ices in eme ging economies using a Sys ema ic
Re iew app oach, ollowing PRISMA guidelines. The bes academic esea ch da abases Scopus, Web o
Science, Science Di ec , Else ie , Wiley Online lib a y, Taylo & F ancis, Eme ald Insigh and Sp inge Link
we e employed in his s udy o ind ele an and up- o-da e li e a u e on s a egic leade ship. Addi ional
s udies we e ound h ough e e ence scanning and pe sonal collec ions. Sea ch s a egies o all da a-
bases we e (“s a egic leade ship” OR “s a egic leade ” OR “s a egic leade ship dimensions” OR “De ini ion
o s a egic leade ship” OR “Hind ances o s a egic leade ship “OR “Hind ances o s a egic leade s” OR
“S a egic leade ship incompe ency” OR “Cause o s a egic leade ship incompe ency” AnD (“quan i a i e”
OR “quali a i e” OR “mix me hod”) [Ti le/Abs ac ]).
2.1.3. Da a collec ion and eligibili y c i e ia
Da a collec ion in ol ed manual ex ac ion using con en analysis o cap u e in o ma ion such as a i-
cle ype, jou nal de ails, publica ion yea , opic, me hodology, a iables, and esul s ela ed o s a e-
gic leade ship. Inclusion c i e ia ocused on s udies p esen ing s a egic leade ship in eme ging
economies, wi h esea ch a eas including Managemen , S a egy, and Leade ship. Only o iginal,
pee - e iewed li e a u e in English, using any esea ch me hods was conside ed. The e iew co e ed
a icles published be ween 2000 and ea ly 2024 o ensu e comp ehensi e co e age o ele an li e -
a u e. The yea 2000 was chosen as he s a ing poin o collec ing he ele an da a because he
li e a u e has epo ed he concep s o s a egic leade ship since he 1980s. Howe e , i gained expan-
sion a e he millennium wi h s udies lou ishing mos ly abou s a egic planning Eaco (2006).
The e o e, he ex ended ime gi es a chance o ge ich e idence o answe he aised esea ch
ques ions.
Likewise, he beginning o 2024 was selec ed as he endpoin o include he mos ecen academic
jou nal publica ions in ligh o he inc ease in a icles ha ha e add essed his highly signi ican opic.
Exclusion c i e ia included s udies no ela ed o eme ging economies o no w i en in English, wi hou
es ic ions on publica ion yea o ype. Eligibili y o s udies was con i med h ough pu posi e selec ion
o a icles mee ing inclusion c i e ia.
2.1.4. Da a i ems
Da a i ems ex ac ed om each a icle a e summa ized in o he ollowing ca ego ies: yea o publica ion,
esea che , esea ch me hod, esea ch a iables, and esea ch esul s. F om an ini ial pool o 193 a icles
iden i ied h ough key sea ch e ms, 80 ele an empi ical s udies we e selec ed a e abs ac e alua ion.
Duplica e en ies we e emo ed, lea ing 27 a icles deemed pe inen o inclusion in his sys ema ic
li e a u e e iew, ensu ing ocus and minimizing bias.
2.1.5. Da a analysis
A i s , all he s a egic leade ship da a we e collec ed om he in ol ed s udies in his e iew s udy.
The collec ed da a we e p ocessed i e a i ely in o de o answe he ques ions aised in he in oduc ion
pa o his s udy. As well as he da a we e p esen ed desc ip i ely and con en analysis was used o
analyze he da a. Because his app oach helps o de e mine he p esence o ce ain wo ds, hemes, o
concep s wi hin some gi en da a, such as quali a i e o quan i a i e (Elo e al., 2014). Thus, using his
analysis me hod, esea che s and schola s can quan i y and analyze he p esence, meanings, and ela-
ionships o ce ain wo ds, hemes, o concep s, o ins ance, s a egic leade ship.
2.2. Empi ical s udy
Once he key a iables a e iden i ied h ough he sys ema ic e iew, he nex s ep is o design and
conduc an empi ical s udy o explo e o es hese a iables in a eal-wo ld con ex . Hence, o answe
he ou h esea ch ques ion empi ical s udy was conduc ed. The desc ip i e esea ch design was
employed. The da a was ob ained om S a egic leade s (Execu i es, Di ec o s, Deans, Depa men heads,
and Coo dina o s) o some selec ed highe educa ion ins i u ions in E hiopia. using Yamane (1967) sample
COgEnT BuSInESS & MAnAgEMEnT 5
size de e mina ion o mula he sample o 266 wi h an 81% e u n a e was used, as Table 1 makes e i-
den . The collec ed da a was analyzed using desc ip i e s a is ics such as mean and s anda d de ia ion.
3. Resul s and discussions
This sec ion o he s udy del es in o indings om ele an esea ch exclusi ely ocused on wen y- i s
cen u y s a egic leade ship and i s challenges. I examines h ee key a eas: p o iding gene al insigh s
on s a egic leade ship, and add essing esea ch ques ions ou lined in he in oduc ion.
3.1. The concep o s a egic leade ship
The concep o s a egic leade ship was ini ially a icula ed by Hosme (1982) and gained ac ion wi h
he o mula ion o he uppe Echelon heo y by Hamb ick and Mason (1984), leading o con inuous
explo a ion by schola s (Samimi e al., 2022). The concep o s a egic leade ship is discussed based on
Table 2 as ollows:
Among all he ac o s pa icipa ing in o ganiza ional ope a ions, s a egic leade s such as he CEO and
o he op managemen eam membe s, as well as membe s o he boa d o di ec o s, s and ou as being
capable o leade ship in he companies (Finkels ein e al., 2009; Ku zhals e al., 2020). Such compe encies
lead o he abili y o in luence o ganiza ions, pa icula ly in he con ex o add essing o ganiza ional
c ises (Al Thani & Obeida , 2020). The abo e-s a ed au ho s conside ed he concep o s a egic leade -
ship o he people and ac i i ies a he op o he o ganiza ion. Some conside s a egic leade ship as
oles played and he unique capabili ies s a egic leade s possess o accomplishing o ganiza ional asks
ha a e beyond hose o one indi idual, mic o le el, o he oic leade ship (Singh e al., 2023). going
beyond ac s o b a e y, s a egic leade ship is iewed om he op managemen eams o he mac o
le el o a business (Schaedle e al., 2022).
O he esea che s associa ed s a egic leade ship wi h he leade ’s abili ies. This se o abili ies is asso-
cia ed wi h an icipa ing, isualizing, and main aining lexibili y; s a egic hinking; and laying he g ound-
wo k o u u e change ha will p o ide a compe i i e ad an age o he business, as well as empowe ing
o he s o implemen s a egic change as needed (Da ies, 2003; Hi e al., 2010; Lea , 2012). O he s linked
s a egic leade s’ abili ies o he o ma ion o s a egy h ough p ope analysis o he o ganiza ion’s in e -
nal and ex e nal en i onmen s, he implemen a ion o he app op ia e s a egy a he igh ime, and he
e alua ion and adop ion o app op ia e beha io ha is app op ia e o he cu en en i onmen (Tu a
e al., 2011). Addi ionally, s a egic leade ship was de ined as a pe son’s capaci y o o esee, p ese e
lexibili y, hink s a egically, and collabo a e wi h o he s o b ing abou changes ha will ensu e he
o ganiza ion’s iabili y in he u u e (I eland & Hi , 2005).
Mo eo e , o he esea che s associa ed s a egic leade ship wi h he p ocess o achie ing co po a e
goals (Pi elis & Wagne , 2019; Max, 2017). This p ocess is ela ed o gi ing he guidance and inspi a ion
equi ed o build a company’s ision, pu pose, and s a egy, as well as de ining he essen ial s ages o
implemen a ion. This indica es ha a s a egic leade deals wi h s a egic decisions o he o ganiza ion
a he han ope a ional o daily decisions. Fu he , o he s udies equa ed s a egic leade ship wi h collab-
o a ion wi h o he s, pa ne ing wi h nume ous s akeholde s o implemen s a egies o espond quickly
o complex si ua ions ha equen ly necessi a e new ways o hinking and unde s anding cons an ly
Table 1. selec ion o esponden s om clus e s.
Clus e n = numbe o a ge popula ion sample om each clus e
addis ababa uni e si y 216 72
aas u 29 10
ambo uni e si y 95 32
Deba k uni e si y 53 17
injiba a uni e si y 95 32
Jijiga uni e si y 71 24
Jimma uni e si y 149 50
Wachemo uni e si y 90 30
o al 798 266
sou ce: su ey, 2024.
6 D. A. KEBEDE ETAL.
Table 2. Li e a u e on s a egic leade ship.
au ho (s) sL de ini ion Focus sL unc ion heo y Conclusions
Da ies (2003)s a egic leade ship
he abili y o
c ea e, a icula e,
and sus ain a
compelling ision
o he school’s
u u e
apply s a egic
leade ship o
educa ional se ings
Di ec ion se ing,
s a egic alignmen ,
capaci y building,
inno a ion and
change managemen ,
sus ainabili y
educa ional
leade ship heo y
and s a egic
managemen
heo y
schools need o adop
a s a egic app oach
o leade ship.
e ec i e sL in
educa ion equi es a
shi om
adi ional, eac i e
managemen o a
mo e
o wa d- hinking,
p oac i e s yle ha
p epa es he school
o u u e
challenges.
Ca pen e e al.
(2004)
s a egic leade ship
he p ocess by
which op
execu i es and
senio leade s
in luence he key
decisions ha
de e mine an
o ganiza ion’s
long- e m success.
he in luence o op
execu i es on he
di ec ion and
pe o mance
se ing a s a egic
di ec ion, building and
sus aining an e ec i e
o ganiza ional cul u e,
making high-impac
decisions, managing
ex e nal ela ionships,
de eloping and
le e aging capabili ies
uppe echelons
heo y
he au ho s conclude
ha s a egic
leade ship a he
op le els is c ucial
o long- e m
success. execu i es’
backg ounds, alues,
and decision-making
s yles shape
ou comes, and hei
abili y o adap ,
manage
en i onmen s, and
align esou ces
ensu es
o ganiza ions emain
compe i i e and
inno a i e.
i eland and Hi
(2005)
s a egic leade ship as
he abili y o
an icipa e, en ision,
main ain lexibili y,
and empowe
o he s o c ea e
s a egic change as
necessa y
he c i ical ole o
s a egic leade ship
in ensu ing
o ganiza ional
compe i i eness in
a apidly e ol ing
business
en i onmen
De eloping a ision,
exploi ing co e
compe encies,
os e ing inno a ion,
s a egic
decision-making,
building and nu u ing
ela ionships, ensu ing
e hical p ac ices
s a egic
managemen
heo y and
leade ship heo y
sL is essen ial o
o ganiza ions o
achie e and sus ain
compe i i eness.
leade s who
combine ision wi h
lexibili y, encou age
inno a ion, and
nu u e
o ganiza ional
capabili ies a e
be e posi ioned o
na iga e he
complexi ies o
mode n business
en i onmen s
eaco (2006)s a egic leade ship as
he abili y o
educa ional leade s
o se a long- e m
ision, align
esou ces, and
guide hei
ins i u ions owa d
achie ing b oade
educa ional goals.
s a egic leade ship
wi hin he
educa ional con ex
Vision and mission
se ing,
decision-making and
s a egic planning,
adap abili y o
change, in luence and
s akeholde
managemen , cul u al
leade ship
s a egic heo y and
educa ional
leade ship heo y
s a egic leade ship is
c ucial o ensu ing
ha educa ional
ins i u ions emain
compe i i e,
ele an , and
capable o mee ing
bo h cu en and
u u e educa ional
needs.
slawinski (2007)s a egic leade ship as
he abili y o
in luence an
o ganiza ion’s
di ec ion and
pe o mance
h ough he
e ec i e alignmen
o i s esou ces,
capabili ies, and
s a egic objec i es.
Role and impo ance
o s a egic
leade ship in
o ganiza ional
con ex s
Vision a icula ion,
s a egic
decision-making,
esou ce alloca ion,
cul u e building,
change managemen
s a egic
managemen
heo y and
leade ship heo y
he in eg a ion o
s a egic leade ship
wi h o ganiza ional
s a egy is essen ial
o na iga ing
complex
en i onmen s and
main aining a
compe i i e
ad an age.
(Con inued)
COgEnT BuSInESS & MAnAgEMEnT 7
au ho (s) sL de ini ion Focus sL unc ion heo y Conclusions
Finkels ein e al.
(2009).
s a egic leade ship as
he abili y o
execu i es o
in luence he
o ganiza ion’s
s a egic di ec ion
and pe o mance
h ough hei
decisions and
ac ions.
B oadening he scope
o s a egic
leade ship esea ch
Decision-making, esou ce
alloca ion, and se ing
he o ganiza ional
ision
uppe echelons
heo y
unde s anding s a egic
leade ship equi es a
b oade pe spec i e
ha accoun s o
he in e play o
indi idual leade
cha ac e is ics,
o ganiza ional
dynamics, and
en i onmen al
ac o s.
Hi e al. (2010)s a egic leade ship as
he abili y o
in luence an
o ganiza ion’s
long- e m di ec ion,
while aligning
esou ces and
s akeholde s o
achie e s a egic
goals.
impo ance o
adap abili y and
esponsi eness in a
apidly changing
en i onmen
Fo mula ion o ision,
os e ing a cul u e o
inno a ion, and
enhancing
o ganiza ional lea ning
Dynamic capabili ies e ec i e s a egic
leade ship is c ucial
o na iga ing
complexi ies in he
wen y- i s cen u y,
pa icula ly in
os e ing esilience
and compe i i eness
in o ganiza ions
Da ies and
Da ies (2010)
s a egic leade ship as
he abili y o c ea e
a ision o he
u u e and align
he o ganiza ion’s
esou ces, people,
and ac ions wi h
ha ision.
amewo k o
unde s anding
s a egic leade ship
in o ganiza ional
con ex s
C ea ing and
communica ing a
ision, building
capaci y o s a egic
ac ion, s a egic
hinking, s a egic
decision-making,
change leade ship,
sus ainabili y
leade ship heo y
and s a egic
managemen
heo y
e ec i e sL equi es
he in eg a ion o
s a egic hinking
wi h s a egic ac ion
hence i is essen ial
o o ganiza ional
sus ainabili y and
success in complex,
dynamic
en i onmen s
u a e al.
(2011)
s a egic leade ship as
he abili y o
in luence o he s in
making decisions
ha enhance he
long- e m iabili y
and compe i i e
ad an age o an
o ganiza ion.
in eg a ing
pe spec i es
Balancing e hical
conside a ions
Leade ship heo y a s a egic leade who
also p io i izes
e hical beha io can
c ea e a mo e
sus ainable and
espec ed
o ganiza ion. e hical
leade ship enhances
us and
commi men among
s akeholde s, which
can imp o e
long- e m s a egic
ou comes.
Lea (2012)s a egic leade ship is
he abili y o
in luence an
o ganiza ion’s
di ec ion and align
i s esou ces
e ec i ely o
achie e s a egic
objec i es.
in eg a ion o s a egic
leade ship and
alignmen
De elopmen o s a egic
ision, he os e ing o
s a egic alignmen
among a ious
o ganiza ional le els,
and he acili a ion o
change and
inno a ion.
Resou ce-based iew
heo y
e ec i e s a egic
leade s play a
c ucial ole in
ensu ing ha all
pa s o he
o ganiza ion wo k
cohesi ely owa ds
sha ed goals
Ca e and
g ee (2013)
s a egic leade ship as
he abili y o
leade s, pa icula ly
hose a he op o
o ganiza ions, o
shape he
long- e m di ec ion
and success o he
o ganiza ion
ela ionship be ween
s a egic leade ship,
he alues and
s yles o leade s,
and how hese
ac o s in luence
pe o mance
Values alignmen ,
leade ship s yles,
s a egy execu ion,
cul u al in luence
uppe echelons
heo y and
alues-based
leade ship heo y
Leade s’ alues
in luence he
s a egies hey
choose and he way
hey in e ac wi h
s akeholde s, which
has a di ec impac
on he o ganiza ion’s
cul u e and success
Table 2. Con inued.
(Con inued)
14 D. A. KEBEDE ETAL.
enhance o ganiza ional pe o mance. This ela i ely neu al sco e could indica e ha while HR p ac ices
a e in place, hey may no be op imized o ully suppo s a egic goals.
Conce ning E hical Leade ship, A mean o 2.89 indica es a sligh le el o dissa is ac ion o neu ali y
owa d e hical leade ship, sugges ing ha esponden s do no s ongly ag ee ha leade s demons a e
e hical beha io . The mode a e s anda d de ia ion (0.16) e lec s some a ia ion in esponses, indica ing
di e ing opinions on leade ship e hics. B own e al. (2005) unde sco e he impo ance o e hical leade -
ship in os e ing us and in eg i y in o ganiza ions. The sco e sugges s ha esponden s may no pe -
cei e hei leade s as consis en ly e hical, which could ha e nega i e implica ions o o ganiza ional
cul u e and employee mo ale.
S akeholde Engagemen is one o he s a egic leade ship p ac ices ha esul ed om a mean o 2.98
sugges ing neu ali y ega ding s akeholde engagemen , indica ing ha esponden s nei he s ongly
ag ee no disag ee ha he o ganiza ion e ec i ely engages i s s akeholde s. The e y low s anda d de i-
a ion (0.05) sugges s high consis ency in he esponses, indica ing a sha ed pe cep ion o he o ganiza-
ion’s s akeholde engagemen p ac ices. S akeholde engagemen is essen ial o building us and
long- e m ela ionships, as no ed by Ki i s e al. (2021). The neu al sco e may sugges ha he o gani-
za ion’s s akeholde engagemen e o s a e pe cei ed as su icien bu no obus , po en ially lacking
s a egic ocus.
The In o ma ion Managemen p ac ice o highe educa ion ins i u ions in E hiopia has a mean o 3.44
sugges ing a mode a ely posi i e pe cep ion o in o ma ion managemen , wi h esponden s indica ing
ha in o ma ion sys ems and p ocesses a e wo king ela i ely well. The s anda d de ia ion (0.16) shows
some a iabili y in esponses, indica ing ha while mos esponden s ag ee, a ew ha e di e ing iews
on how well in o ma ion is managed. Acco ding o Ajibade (2017), e ec i e in o ma ion managemen is
a key d i e o o ganiza ional e iciency and knowledge sha ing. The mode a ely posi i e sco e aligns
wi h indings ha o ganiza ions wi h sound in o ma ion managemen p ac ices a e be e posi ioned o
s a egic success.
S a egic In luence shows ha a mean o 3.06 sugges s neu ali y o sligh posi i i y owa d s a egic
in luence. Responden s may belie e ha s a egic decisions in luence he o ganiza ion, bu he impac is
no pe cei ed as s ong. The low s anda d de ia ion (0.16) indica es consis ency in he esponses, mean-
ing mos people ha e simila iews on s a egic in luence. In line wi h esea ch by Caugh on and
Mum o d (2012), he e ec i eness o s a egic in luence o en hinges on leade ship and communica ion.
This neu al sco e could e lec oom o imp o ing how s a egies a e communica ed and execu ed.
S a egic Con ol has a mean o 2.70 which indica es a le el o dissa is ac ion wi h s a egic con ol,
sugges ing ha esponden s pe cei e weaknesses in he o ganiza ion’s abili y o moni o and adjus
s a egies e ec i ely. The mode a e s anda d de ia ion (0.11) sugges s some a ia ion in esponses,
e lec ing di e ing opinions on he adequacy o s a egic con ol. Wije hilake e al. (2018) emphasize he
impo ance o s a egic con ol sys ems in ensu ing ha o ganiza ional s a egies a e aligned wi h goals.
This ela i ely low sco e indica es ha esponden s may eel ha s a egic con ol mechanisms a e unde -
de eloped o ine ec i e.
Rega ding P io i y Managemen in highe educa ion ins i u ions in E hiopia, he esponden s eplied
ha a mean o 2.52 sugges s dissa is ac ion wi h p io i y managemen , indica ing ha esponden s do
no belie e p io i ies a e managed e ec i ely wi hin he o ganiza ion. The low s anda d de ia ion (0.05)
shows s ong ag eemen among esponden s, wi h mos sha ing he pe cep ion ha p io i y manage-
men needs imp o emen . E ec i e p io i y managemen , as highligh ed by Sibbald e al. (2009), is
essen ial o o ganiza ional success. This low sco e could poin o con usion o misalignmen ega ding
he p io i iza ion o asks and goals, po en ially leading o ine iciencies.
Ins i u ional Inno a i eness shows a mean o 4.11 indica ing a s ong posi i e pe cep ion o he o ga-
niza ion’s inno a i eness. Responden s eel ha he ins i u ion is o wa d- hinking and emb aces new
ideas. The ela i ely high s anda d de ia ion (0.47) indica es ha while he o e all pe cep ion is posi i e,
he e a e some di e gen opinions, wi h some esponden s po en ially iewing he ins i u ion as less
inno a i e. Resea ch by gallego e al. (2013) sugges s ha ins i u ional inno a i eness is a c i ical d i e
o compe i i e ad an age. This high sco e shows ha esponden s belie e he o ganiza ion os e s a
cul u e o inno a ion, which can be a key di e en ia o in dynamic en i onmen s.
COgEnT BuSInESS & MAnAgEMEnT 15
O e all, he da a e eals ha esponden s iew Ins i u ional Inno a i eness and In o ma ion
Managemen posi i ely, while P io i y Managemen and S a egic Con ol a e iewed less a o ably. The
ela i ely low sco es o E hical Leade ship, S a egic In luence, and S akeholde Engagemen sugges ha
he o ganiza ion may need o s eng hen i s leade ship p ac ices, s akeholde in e ac ions, and s a egy
communica ion. P e ious s udies suppo he idea ha hese ac o s a e essen ial o long- e m o gani-
za ional success. The s udy poin s o a eas whe e he o ganiza ion can imp o e, pa icula ly in s a egic
con ol, p io i y managemen , and e hical leade ship. Howe e , he posi i e esul s in ins i u ional inno-
a i eness highligh s eng hs ha can be le e aged o u u e g ow h.
4. Conclusion and ecommenda ion
4.1. Conclusion
Based on he esul s o he s udy, he ollowing conclusions we e made. The concep o s a egic lead-
e ship is ypically de ined as he unc ion o op-le el leade s esponsible o guiding he long- e m
di ec ion and pe o mance o an o ganiza ion. S a egic leade s make decisions ha align he o ganiza-
ion’s ision wi h ex e nal and in e nal dynamics, ensu ing sus ainable compe i i e ad an age. This ole
emphasizes o esigh , adap abili y, and he abili y o inspi e inno a ion while managing complexi ies
unique o eme ging economies. The e a e se e al ac o s ha challenge e ec i e s a egic leade ship in
eme ging economies, including sho - e mism, hub is, g eed, and une hical beha io . These ac o s hin-
de he implemen a ion o long- e m s a egies and os e an en i onmen whe e quick, o en eac i e,
decisions domina e o e isiona y leade ship.
The indings highligh ed ha success ul s a egic leade s in eme ging economies adop unc ions such
as ins i u ional inno a ion, s a egic decision-making, in o ma ion managemen , and human esou ce
managemen o cope wi h he challenges iden i ied. These unc ions enable leade s o na iga e unce -
ain y, build o ganiza ional esilience, and main ain a ocus on long- e m s a egic goals, despi e ex e nal
p essu es. Leade s also os e a cul u e o adap abili y, e hical decision-making, and s akeholde engage-
men o mi iga e he nega i e impac s o he a o emen ioned ac o s.
The empi ical in es iga ion e ealed ha wi hin E hiopian highe educa ion ins i u ions, s a egic lead-
e ship p ac ices a e gene ally iewed a o ably in a eas like ins i u ional inno a i eness, in o ma ion man-
agemen , s a egic decision-making, and human esou ce managemen (HRM). Howe e , leade ship
p ac ices ela ed o p io i y managemen , s a egic con ol, e hical leade ship, s a egic in luence, and
s akeholde engagemen we e ound o be less e ec i e o unde de eloped. This sugges s a need o
hese ins i u ions o s eng hen hei leade ship p ac ices in hese c i ical a eas, pa icula ly o enhance
s akeholde collabo a ion and e hical go e nance.
S a egic leade ship in eme ging economies, including E hiopian highe educa ion ins i u ions, is
shaped by bo h uni e sal leade ship p inciples and con ex -speci ic challenges. To h i e, s a egic leade s
mus balance immedia e p essu es wi h long- e m o ganiza ional ision, ocusing on inno a ion, e hical
p ac ices, and obus s akeholde engagemen . This s udy o e s a comp ehensi e unde s anding o he
s a egic leade ship p ac ices equi ed o eme ging economies, p o iding insigh s ha can imp o e lead-
e ship e ec i eness and con ibu e o he sus ainable de elopmen o hese egions.
4.2. Recommenda ion
Based on he conclusions ha we e made abo e, he ollowing ecommenda ions we e p o ided.
O ganiza ions, pa icula ly in eme ging economies, should adop a clea and comp ehensi e de ini ion o
s a egic leade ship ha emphasizes long- e m ision, adap abili y, and e hical decision-making.
Leade ship de elopmen p og ams should ocus on enhancing leade s’ abili y o align o ganiza ional
s a egies wi h dynamic ma ke condi ions, ensu ing ha s a egic goals a e esponsi e o bo h in e nal
and ex e nal challenges. S a egic leade s mus ac i ely wo k o mi iga e nega i e ac o s such as
sho - e mism, hub is, g eed, and une hical beha io . This can be achie ed by os e ing a cul u e o
accoun abili y, anspa ency, and e hical leade ship wi hin he o ganiza ion. Leade ship aining should
emphasize long- e m hinking, humili y, and social esponsibili y o coun e ac he p essu es o sho - e m
16 D. A. KEBEDE ETAL.
gains and une hical p ac ices. To e ec i ely cope wi h he challenges speci ic o eme ging economies,
s a egic leade s should s eng hen hei co e unc ions in a eas like ins i u ional inno a ion, in o ma ion
managemen , s a egic decision-making, and human esou ce managemen (HRM). These leade s should
p io i ize con inuous lea ning and de elopmen , encou aging a cul u e o inno a ion and esilience.
Addi ionally, hey should employ s a egies ha enhance s akeholde engagemen , e hical go e nance,
and s a egic con ol o imp o e o e all o ganiza ional pe o mance. E hiopian highe educa ion ins i u-
ions should ocus on s eng hening hei p io i y managemen , s a egic con ol, e hical leade ship, and
s akeholde engagemen p ac ices. These a eas a e c i ical o ensu ing long- e m ins i u ional g ow h
and sus ainabili y. Ins i u ions should implemen leade ship de elopmen ini ia i es ha p omo e collab-
o a i e decision-making, e hical leade ship amewo ks, and e ec i e communica ion s a egies o be e
engage s akeholde s and imp o e s a egic ou comes. Leade s should also be encou aged o adop
inclusi e leade ship p ac ices o os e g ea e s akeholde pa icipa ion and inno a ion. By add essing
hese ecommenda ions, o ganiza ions in eme ging economies can cul i a e s ong, inno a i e, and e h-
ical leade ship ha d i es long- e m success and os e s sus ainable de elopmen in apidly e ol ing
ma ke condi ions.
5. Con ibu ion o he s udy
Conduc ing a sys ema ic e iew and empi ical in es iga ion on he concep o s a egic leade ship p ac-
ices in eme ging economies o e s se e al key con ibu ions. The inding o a sys ema ic e iew consol-
ida es exis ing esea ch on s a egic leade ship in eme ging economies, p o iding a clea syn hesis o
wha is al eady known. This helps iden i y key leade ship models, p ac ices, and gaps in he cu en
knowledge, laying he g oundwo k o u he esea ch. Many s a egic leade ship heo ies ha e been
de eloped in he con ex o de eloped economies, he empi ical s udy allows hese heo ies o be
es ed, alida ed, o adap ed in eme ging economies. This con ibu es o e ining o expanding leade -
ship heo ies by inco po a ing new pe spec i es om unde - esea ched con ex s.
By combining he insigh s om bo h he e iew and empi ical in es iga ion, his esea ch p o ides
ac ionable ecommenda ions o o ganiza ions and leade s in eme ging economies. I helps o iden i y
leade ship p ac ices ha os e inno a ion, esilience, and long- e m success, o e ing guidance o
leade ship de elopmen p og ams and s a egic decision-making. This in eg a i e app oach helps iden-
i y c i ical gaps in bo h he li e a u e and p ac ical applica ions. The indings om he sys ema ic
e iew can in o m u u e esea ch agendas, while he empi ical in es iga ion sheds ligh on a eas
needing u he explo a ion, especially in indus ies o sec o s speci ic o eme ging economies.
gene ally, his s udy con ibu es o bo h academic knowledge and p ac ical applica ion by deepening
ou unde s anding o s a egic leade ship in he dynamic and complex en i onmen s o eme ging
economies.
6. Limi a ion and u u e di ec ions o he s udy
Resea ch on s a egic leade ship in eme ging economies aces se e al limi a ions, which can ha e a no a-
ble impac on he in e p e a ion o indings. These limi a ions can skew esul s, educe gene alizabili y,
and c ea e gaps ha a ec he p ac ical and heo e ical unde s anding o leade ship in such con ex s.
Many s a egic leade ship amewo ks a e de eloped in Wes e n con ex s, and applying hese di ec ly o
eme ging economies can lead o misin e p e a ions. Cul u al di e ences in leade ship s yles, alues, and
powe dynamics may no be adequa ely cap u ed. This cul u al misalignmen can limi he ele ance o
indings in local con ex s. In many eme ging economies, in o mal ne wo ks (e.g., amily ies, poli ical
connec ions) and uno icial p ac ices (e.g., b ibe y, c onyism) play signi ican oles in s a egic leade ship.
S udies ha ocus solely on o mal o ganiza ional s uc u es and leade ship me hods may o e look hese
eali ies, leading o an incomple e in e p e a ion o how leade ship ac ually unc ions in hese se ings.
Di ec ly compa ing leade ship in eme ging economies wi h ha in de eloped economies can o e look
key con ex ual di e ences, leading o inapp op ia e o i ele an conclusions. Di e ences in ma ke ma u-
i y, ins i u ional amewo ks, and socie al expec a ions o leade s can make such compa isons
COgEnT BuSInESS & MAnAgEMEnT 17
p oblema ic. These limi a ions can lead o biased, incomple e, o con ex ually inapp op ia e in e p e a-
ions. Fu u e esea ch should ocus on cul u ally adap ed models, dynamic con ex ual analysis, in o mal
ne wo ks, and leade ship ha inco po a es inno a ion and sus ainabili y o be e cap u e he complex
eali ies o hese economies.
Au ho con ibu ions
Debebe Alemu Kebede: has con ibu ed o de eloping he manusc ip by being in ol ed in he concep ion and design,
analysis and in e p e a ion o he da a; d a ing o he pape , e ising i c i ically o in ellec ual con en ; and he inal
app o al o he e sion o be published; and ha he au ho ag ee o be accoun able o all aspec s o he wo k.
Shimelis Zewdie We ke: has con ibu ed o de eloping he manusc ip by being in ol ed in he concep ion and
design, analysis and in e p e a ion o he da a; d a ing o he pape , e ising i c i ically o in ellec ual con en ; and
he inal app o al o he e sion o be published; and ha he au ho ag ee o be accoun able o all aspec s o
he wo k.
Taye Amogne Kebede: has con ibu ed o de eloping he manusc ip by being in ol ed in he concep ion and
design, analysis and in e p e a ion o he da a; d a ing o he pape , e ising i c i ically o in ellec ual con en ; and
he inal app o al o he e sion o be published; and ha he au ho ag ee o be accoun able o all aspec s o
he wo k.
Disclosu e s a emen
The au ho (s) decla ed no po en ial con lic s o in e es wi h espec o he esea ch, au ho ship, and/o publica ion
o his a icle.
Funding
no unding was ecei ed.
Abou he au ho s
M . Debebe Alemu Kebede, Assis an P o esso , Depa men o Managemen , college o Business and Economics,
Jimma uni e si y, E hiopia; Resea ch in e es : S a egies, leade ship, Ma ke ing and Human Resou ce managemen .
D . Shimelis Zewdie We ke, Associa e P o esso , Depa men o Managemen , college o Business and economics,
Jimma uni e si y, E hiopia; Resea ch in e es : Ma ke ing, leade ship and Managemen .
D . Taye Amogne Kebede, Assis an P o esso , Depa men o Managemen , college o Business and economics,
Jimma uni e si y, E hiopia; Resea ch in e es : Human Resou ce managemen , En ep eneu ship, and leade ship.
ORCID
Debebe Alemu Kebede h p://o cid.o g/0000-0001-7336-3804
Da a a ailabili y s a emen
The da a and ma e ials ha suppo he indings o his s udy a e a ailable upon easonable eques .
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