28Feb 2017

IMPACT OF STRATEGIC LEADERSHIP COMPETENCIES ON ENHANCING CORE COMPETENCIES IN ORGANIZATIONS “APPLIED STUDY ON ALMANASEER GROUP”.

  • Management Department, Business and Finance School, World Islamic Science & Education University (WISE), Amman, JORDAN.
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Strategic leadership must have the ability to manage through others and influence them, and the Strategic leadership competencies, through its dimensions (Strategic thinking competencies, leadership competencies), helps the managerial leaders of an organization to perceive and interpret their role in enhancing the organization’s core competency. For this reason, we may assume that Strategic leadership competencies have an impact on core competency in an organization. The aim of this study is to explore the impact of Strategic leadership competencies dimensions (Strategic thinking competencies, leadership competencies) on core competency in AlManaseer Group Company. For this purpose, a questionnaire was developed to collect data from the study population which consists of 50 employees. This is aimed at testing the hypotheses and achieving the objectives of the study. The most important results that the study achieved were that there was a statistically significant impact of business intelligence with its dimensions (data warehousing, data mining, and direct analytical processing) in technical creativity. The most important recommendations of the study were the necessity of organizations dependence on modern technology in order to develop their works. Thus, this is because this technology is recognized by its high accuracy on a completion of the work, as well as deepening the concept of technical creativity which gives them a competitive advantage in the market.

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[Hani J. Irtaimeh. (2017); IMPACT OF STRATEGIC LEADERSHIP COMPETENCIES ON ENHANCING CORE COMPETENCIES IN ORGANIZATIONS “APPLIED STUDY ON ALMANASEER GROUP”. Int. J. of Adv. Res. 5 (Feb). 2528-2538] (ISSN 2320-5407). www.journalijar.com

dr Hani J. Irtaimeh
Business Administration

DOI:

Article DOI: 10.21474/IJAR01/3436      
DOI URL: https://dx.doi.org/10.21474/IJAR01/3436

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