The Contribution of the Leader's Strategic Mindset to Reducing Strategic Stagnation
An Analytical Study of the Views of Managers in the Nineveh Municipalities Directorate
DOI:
https://doi.org/10.61704/pr.510Keywords:
Leader's Strategic Mindset, Strategic Inertia, Nineveh Municipalities DirectorateAbstract
This study aims to identify the contribution of the leader's strategic mindset in reducing strategic inertia in the Nineveh Municipalities Directorate the dimensions of the independent variable, the strategic mindset of the leader, were adopted, which are: (systems thinking, reframing, deep thinking), and the dimensions of the dependent variable strategic inertia (cognitive inertia, cultural inertia, psychological inertia). Service organizations seek continuous adaptation under a dynamic external environment that forced them to take decisions that they did not face and to break the stereotype in strategic decision-making. The issue of the study was formulated considering questions that revolve around the possibility of the strategic mindset of the leader as a means of reducing strategic inertia, which highlights the importance of this study, especially with the scarcity of previous studies that dealt with this topic.
The questionnaire was adopted as the main tool for collecting data related to the applied aspect, as it was distributed manually to the study sample, then analyzed using (Smart-PLS4) program in addition to (Excel 2021) The results showed that the leader's strategic mindset has an inverse correlation with strategic inertia, and the study also showed that the leader's strategic mindset has an inverse effect on strategic inertia in the Ninewa Municipalities Directorate, but this effect was not at the required level. To answer these questions, a hypothesis model was designed to clarify the nature of the interactive relationships and influence between the study variables. The Nineveh Municipalities Directorate was chosen as the population for the study, with the adoption of the questionnaire as a source of data collection for the measurement of the study, and using the purposive sampling method, (138) questionnaires were distributed to managers in the directorate, the number of valid questionnaires for statistical analysis reached (94), while the number of invalid questionnaires reached (44). The validity of the hypotheses from which the study was launched was reached, by reaching the most important conclusions that the independent variable strategic mindset of the leader contributes to reducing the levels of the dependent variable strategic inertia, and a set of conclusions, recommendations and proposals that support the application of the strategic mindset of the leader to reduce the negative effects of strategic inertia were presented.
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