STRATEGIC THINKING AND STRATEGIC LEADERSHIP

Phuoc D. Nguyen

Rodriguez (2018) proposes it takes both strategic leadership and thinking to formulate and implement a vision; there is, therefore, a relationship between strategic thinking (formulation stage) and strategy implementation (which requires leadership). It is suggested that strategic thinking is implemented throughout the strategic foresight, strategic planning, implementation, and control process. For example, in the strategy implementation if strategic goals, business objectives, and resources are adjusted to follow business environment change the strategist will implement strategic thinking to integrate appropriate strategy implementation methods/models into the strategy implementation. Letting (2009) suggested, “The relationship between strategy, leadership, and performance is also well documented by the research. The growing importance of leadership and strategy in corporate performance creates a circular relationship between the three variables that requires more study.” (p. 28). Strategic leadership is also implemented through strategic foresight, strategic planning, implementation, and control. Because strategic leadership leads, trains, adjusts, and improves strategic thinking, strategic foresight, strategic vision and goals establishment, strategy implementation, and control.

Hadrawi (2018) stated, “Strategic leadership has many tasks and roles to perform such as vision, leadership and strategy development, responsibility for implementation and strategic application, building culture and resources, maintaining sustainability and building competitive advantage.” (p. 2). The relationship between strategic thinking and strategic leadership shows in vision formulation, leadership strategy; strategy application, deployment, development, and implementation; strategic thinking supports actively strategic leadership to formulate strategic ideas aimed at building sustainability success, core competencies, and competitive advantage. Dragoni (2011) proposed, “It seems possible that with less dependency on respondents’ recall and a richer gauge of the difficulty and learning potential of each work activity, we would have found a stronger relationship between accumulated work experience and strategic thinking competency.” (p. 857). The accumulated work experience and strategic thinking competency are formulated by strategic leadership including leadership development and personal development. The relationship between accumulated work experience and strategic thinking competency which is strong demonstrates strategic leadership competency.