Presented by
Sameera Zaman
Riphah International University, Islamabad.
Purpose
 The purpose of this research is to understand and find
out the extent of strategic leadership and its impact on
organizational commitment in telecommunication
sector of Pakistan.
Variables
 Independent variable
Strategic leadership
 Dependent variable
Organizational Commitment
Strategic Leadership
 Strategic leadership relates an organization's ideologies, identity,
mission and view of the macro environment system to it are
differentiating core competencies” (Worden, 2003).
 A process of guidance that set a fresh strategy in work place is
considered as strategic leadership (Nutt and Backoff, 1996).
 Maintaining the short term financial stability and improving the
long term viability of the organization by influencing other to
make day to day decision is known as strategic leadership (Rowe,
2001).
 The responsibility of the executive’s strategic leadership is to
start change that will make the feasible future for the
organization is the part of the definition of strategic leadership
(Thomas, Schermerhorn, Dienhart, and Bartles, 2004).
Organizational Commitment:
 The layman definition of organizational commitment is
involvement and identification of an individual with an
organization; this is the positive social relationship between an
individual and organization.
 Organizational commitment is defined as ones’ strong belief and
acceptance for organizational goals and desire and intention to
maintain membership with organization (Dyne et al, 1995).
 Organizational subculture variables are the job satisfaction
variables which are relate in the Maslow’s hierarchy and have the
strongest relationship with the organizational commitment (Lok
and Crawford, 1999).
Research Model
Hypothesis
 Strategic leadership is associated with Organizational
commitment.
Research Methodology
 Research Design
 Purpose
Hypothesis Testing
 Type of Investigation
Correlational
 Researcher Interference
Minimal
 Study Setting
Non Contrived/Field Study
 Unit of Analysis
Individual
 Time Horizon
Cross Sectional
Research Methodology
Questionnaire
o
o
o
o
o
Total 25 questions
Dichotomous, Category and Likert Scales were used
Personally administered
Covering letter explaining the purpose
All questions were to be answered anonymously
Divided in to three Sections
o
o
o
Demographics
( Dichotomous & Category Scales)
Strategic Leadership
(1-5 Likert Scale)
Organizational Commitment
(1-5 Likert Scale)
Research Methodology
Population, Sample and Sampling Technique
Different employees of telecommunication organization at Karachi,
Lahore, Rawalpindi and Islamabad.
Purposive Sampling
 Questionnaires Sent
150
 Response received
132
 Total respondent
(88%)
Result of Correlation
Organizational
Commitment
Strategic Leadership
Organizational
Commitment
1
0.466**
Strategic Leadership
0.466**
1
Result of Regression
Models
Strategic
Leadership
n = 132
Beta
.466
T
6.010
R square = 0.217
Adjusted R square = 0.211
F =36.122 Sig. = 0.00
Dependent variable: Organizational Commitment
Sig.
.000
Discussion
 From the result it is found that strategic leadership is
interrelated with the organizational commitment.
 Strategic leadership helps in the formulation and
implication of strategy in the organization and helps
in providing guideline. Strategic leadership is provided
by the managers and chief executive officers.
 Formulation and implementation of the activities of
leadership managing strategy are drives from the
strategic decision (Shrivastava and Nachman, 1989).
Discussion
 Strategic leaders also help employees to be successful
by enhancing their productivity and encourage
behaviors that will lead to better retention, superior
job performance, and greater career satisfaction.
 The leaders who set their vision and the mission
according the components of the professional
leadership and easily motivate their follower for attain
these goals and these employees are very satisfied with
their jobs and are more committed with their
organizations (Eddy, Lorenzet and Mastrangelo,
2008).
Limitations
 Longitudinal Studies
 Other Antecedents
 More Outcomes
 Sector wise Analysis