Strategic leadership, organizational innovativeness and effective strategy

AHMAD ALIYU PALLADAN
MATRIC NO: 96041

INTRODUCTION One of the most central areas of concern among
contemporary organizational theorists and
practitioners is organizational effectiveness. A good
mechanism for achieving it is effective strategy
implementation (Sharbat & Fuqaha, 2014; Ali & Hadi,
2012). The dramatical changes taking place in the
higher education sector globally is compelling
educational managers to switch from conventional
style of management to more creative and dynamic
management practices (Ali & Hadi, 2012).
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Strategic Leadership, Organizational
Innovativeness and Strategy Implementation BY
Ahmad Aliyu Palladan 2

 Today, the need for strategic management practices in
public tertiary institutions grew when public
organizations shifted from relatively stable to more
rapidly changing in response to an increasing
competitive environment that characterised by
shortages of resources (Montanan & Backer, 1986).
This is very timely as strategic management is needed
in an environment where new forms of influence are
imagining and where norms and values as well as
social utility of organizations is being challenged and
redefined (Ansoff, Dcelark & Hayes 1976).
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Strategic Leadership, Organizational innovativeness and
Startegyy Implementation BY Ahmad A. P. 3

Problem statement
 Extant literature reveals that strategic management
has been a panacea for achieving a competitive
advantage in several tertiary institutions in the US
(Business Week, 1980). In another popular report cited
by Oyediji (2012) indicated that strategic management
has help so many institutions to attained academic
excellence, solve the problem of rising costs, curtail
the menace of students shortage, address the problem
of performance as well as boost the number of
graduates students.
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innovativeness and Strategy Implementation
BY Ahmad Aliyu Palladan 4

 Constant academic study and empirical evidence
confirm that successful strategy execution has a
momentous impact on organizational performance
(Hrebiniak & Joyce, 1984) and it is fundamental for
accomplishment of operational efficiency and
subsequently, attainment of organizational
effectiveness. In line with this, Sproull and
Hofmeister (1986) aver that successful strategy
implementation is crucial to the smooth
functioning of an organization; whereas (Schilit,
1987 and Noble, 1999) corroborate that it is an
indispensable essential element for the success of
both public and private organizations.
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innoavtiveness and Startegyy Implementation BY
Ahmad A. P. 5

 The emergence of private tertiary institutions
in Nigeria alongside with the opening of
“corporate universities” or high talented
education programmes are indeed reasons for
public HEIs administrators and academics to
discern that finally competition has emerged in
the higher education sphere (Oyediji, 2012).
Great emphasis is now being given to HEIs in
the country on how to improve and gain more
competitive advantages.
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Ahmad A. P. 6

 Another competitive challenge facing the
Nigerian HEIs is the outflow of Nigerian
students abroad. According to Deji-Folutile
(2014), the former Nigerian central governor
Malam Sanusi Lamido Sanusi lamenting that
there are about 71,000 Nigerian students in
Ghana paying almost a billion US dollars
annually. Furthermore, Exams Ethics
International, a non- governmental
organization had confirmed that the expenses
of Nigerian students abroad is more than
NGN1.5 trillion annually (Nigeria Spends, 2014).
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innovativeness and Strategy Implementation BY

 Chent et al. (2009) opined that Nigerian
tertiary institutions have missions and visions
aimed at excellence and gaining competitive
advantage. Abdulkarim, Akinnubi and
Oyeniran, (2012) concurred that the recent
usage of strategic planning by tertiary
institutions in Nigeria has become more
prevalent because many institutions now find
themselves in situation where old planning and
management methods are no longer efficient in
guaranteeing a secure future. Universities and
other tertiary institutions have different
mission and are focused in the multitude of
ways (Noble, 1999). These indicates that the
institutions have strategic plans
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 Olulube, (2013) declared that strategic plans in
Nigerian tertiary institutions is at a cross road,
and its execution has not been consistent.
Furthermore, Nwabueze (1995) advised that
tertiary institutions in Nigeria should put more
efforts in implementing their strategies.
 Sterling (2003) indicated that only 30% of
strategies in public schools are properly and
successfully executed and as such, this is a
worrisome margin that deserves further
attention (Mango, 2014).
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 To facilitate successful implementation of
strategic plans in Nigerian tertiary institutions,
the researcher chose to consider two internal
factors: strategic leadership and organizational
innovativeness. Facts from the extant literature
reveals that competitive advantages rooted in
organizational internal competencies can be
more safer in creating benefits for institutions,
in contrast to its external opportunities (Arasa
& K’obonyo, 2012).
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 Strategic leadership have been widely accepted
as popular leadership styles visible that plays an
effective and significant role in gaining
competitive advantages (Yazdani, 2009).
Leadership, and particularly strategic
leadership, is widely believed to be one of the
key drivers of efficient strategy execution
(Hrebiniak 2005; Kaplan & Norton 2004;
Thompson & Strickland 2003; Freedman &
Tregoe 2003; Bossidy & Charan 2002; Lynch
2006; Josste & Fourie, 2009; Noble 1999; Ulrich,
Zenger & Smallwood 1999; Collins 2001; Pearce
& Robinson 2007).
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Ahmad A. P. 11

 Organizational innovativeness is widely
considered as a critical source of competitive
advantage in the contemporary changing
environment (Dess & Picken, 2000; Tushman &
O’Reilly, 1996). According to management
scholars, innovation capability (innovativeness)
is the most essential determinant of
organizational performance (Mone, McKinley
& Barker, 1998) Innovativeness could be
defined as a mental process that guide to the
invention of a new phenomenon; the
phenomenon may be spiritual product (the
new service or new techniques) or new material
(Moghli et al., 2012).
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Ahmad A. P. 12

 The researcher resolved to consider the two
variables because strategic leadership was
hypothesized to have a positive impact on
organizational innovativeness (Safarzadeh et al.
2015). Also, strategic leaders have been
repetitively recognized for their decisive role in
recognizing opportunities and taking positive
decisions that will have impact on innovation
process (Safarzadeh et al. 2015). More so,
strategic leadership and organizational
innovativeness are considered to be
fundamentals for achieving and maintaining
strategic competitiveness in the 21st century
(Elenkov et al., 2005).
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 The study also considers IT capability to moderate
the relationship between strategic leadership and
organizational innovativeness. The reason for
taking IT capability as moderating variable in this
context is as argued Bharadwaj (2000), IT
capabilities is organizational ability to mobilize and
deploy IT based resources combined with other
resources and capabilities. Thus moderating
variable is introduced to see whether the
relationship between strategic leadership,
organizational innovativeness and effective strategy
implementation will be strengthening or weakened
with the inclusion of the moderator. Past
researches such as Ringim, Osman and Hasnan,
(2013); Shao, Feng, Choudnie and Liu (2010); Said,
Taylor and Othman, (2009) and Youngmei,
Hongjian and Junhua (2008) used IT capabilities as
a moderating variable in different context.
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 Furthermore, Khan & Khalique (2014); Kohtaki
et al (2012) and Hutzschenreuter & Kliendienst
(2007) suggested that future researches in the
area of strategy implementation might employ
other factors that can moderate the relationship
between the strategic variables. This further
justify the adaption of IT capability to serve as
moderating variable in the study.
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Research Questions
 Is there any relationship between strategic leadership
on strategy implementation in Nigerian public HEIs?
 What is the relationship between organizational
innovativeness and strategy implementation in
Nigerian public HEIs?
 Does IT capabilities moderate the relationship
between strategic leadership and effective strategy
implementation in public HEIs in Nigeria?
 Does IT capabilities moderate the relationship
between organizational innovativeness and effective
strategy implementation in public HEIs in Nigeria?
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Research Objectives
 To assess the relationship between strategic leadership and
effective strategy implementation in the public HEIs.
 To determine the effect of organizational innovativeness
on effective strategy implementation in the public HEIs.
 To evaluate the moderating effect of IT capabilities on
strategic leadership and effective strategy implementation
in the public HEIs.
 To evaluate the moderating effect of IT capabilities on
organizational innovative and strategy implementation in
the public HEIs.
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Scope of the Study
 the study will focus on public HEIs located in Kaduna
state. The choice of Kaduna state is due to the fact, that the
state is the centre for learning in the northern Nigeria, with
diverse ethnic groups from all over country (Kanyip 2013). It
is also the symbol of northern Nigeria (Kanyip, 2013).
Again, Kaduna state is third largest state in Nigeria behind
Kano state, which is the second, and Lagos state being the
first (NPC, 2006). In short, Kaduna state is a mini Nigeria
due to its characteristics. Its composition reflects the
diverse nature of Nigeria (Haruna, 2015). Kaduna state is
centre of learning that all the 19 northern states of the
country partly depend on in terms of western education
(ABU,2015).
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The research will consider eight (8) selected
institutions located in the state. This choice is
based on institutions that have reliable IT on
their campuses. These institutions are:
 Ahmadu Bello University (ABU)
 Kaduna State University (KASU)
 Federal College of Education (FCE)
 Nigerian College of Aviation Technology
(NCAT)
 Nuhu Bamalli Polytechnic (NBPZ)
 Kaduna Polytechnic (KADPOLY)
 Federal College of Leather Technology
(CHELTECH)
 Shehu Idris College of Health Technology
(SICHTECH
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 The top management members, Deans and
Head of Departments from these institutions
will serve as the respondents. Hence, many
respondents will be considered from each
institution. Strategy gurus opined that using
several respondents from each institution in
strategy research tend to limit potential
measurement error (Bowman & Amborsini,
1997; Niyyar, 1992; Hambrick, 1981; Snow &
Hrebiniak, 1980). Moreover, in the contrary,
taking single respondent in an institution may
lead to unrealistic outcome (Bowman &
Amborsini, 1997).
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Difference between this study and
previous studies
 This research combined two important variables as IVs.
These variables are strategic leadership and organizational
innovativeness, unlike previous studies that discussed on
leadership in general without specification.
 This research considers IT capability (IT knowledge, IT
object and Operations) as the moderating variable between
the predictor and outcome.
 The study will cover different categories of tertiary
institutions (i.e universities, polytechnics and colleges of
education), unlike previous researches that focused only on
universities.
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Research framework for the study
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Strategic Leadership
Organizational
Innovativeness
Effective Strategy
Implementation
IT Capability
- Object
- Knowledge
- Operations

Questionnaire Design
A structured self-administered questionnaire
consisting of fifty four (54) closed ended multiple
choice-questions was employed for the survey. The
instrument comprises fourty eight (48) questions
related to the three constructs of this study and six (6)
questions related to demographical variables. All the
questions were prepared in the English language.
English language will be medium of communication in
the instrument because it is the official language in
Nigeria (Bambale, 2013).
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Ahmad A.iyu Palladan 23

Validation of Instrument for
Measurements
 Generally, exploratory factor analysis (EFA) is normally
employed in order to find factor structure and internal
reliability of a measure. It is was recommended for
researchers to use EFA when they have no hypotheses
about the structure of research measure. EFA posses
three main decision points: i. Number of factors to be
decide, ii. Choosing an extraction method and iii.
Rotational method selection.
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Pilot study
 A pilot study will be conducted before the
commencement of the main study. The essence of the
pilot study is to have an insight and feedback which
will be use to enhance the questionnaire itself, the data
collection procedure as well as the technique for data
analysis.
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Method of Data Analysis
 After the completion of data collection, combinations
of both descriptive and inferential statistics will be
employed as methods of data analysis in this study.
The PLS SEM approach will be employed for the
analysis. Specifically, two major PLS SEM software
applications including Smart PLS and PLS-Graph
(Chin, 2010) will be used in the analysis and
presentation of results
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THANK YOU ALL
20/10/2015
Ahmad A 27

Strategic leadership, organizational innovativeness and effective strategy

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