The Impact of Strategic Leadership in Developing the Job Performance of Human Resources
DOI:
https://doi.org/10.31272/jae.i144.1234Keywords:
Strategic leadership, job performance, Strategic direction, mission performance, human capitalAbstract
The research aims to verify the effect of strategic leadership as an independent variable on the development of job performance as a responsive variable, in colleges of tourism sciences. These variables interact to form the general framework around which the problem of the study revolves, which centred on the nature of the relationship between the variables of the study to clarify the main question of the problem of the current study (was it able to Can colleges of tourism sciences adopt strategic leadership in improving job performance? The study relied on the descriptive-analytical method and used the questionnaire as the primary tool in collecting data and information for the study, consisting of (58) items and personal interviews. The data was collected through a sample of (115) professors in colleges of tourism sciences with all titles. The research reached several conclusions, the most important of which was that the high interest in the strategic direction of the three colleges of tourism sciences was evident through their clear keenness to develop strategic plans emanating from their vision and mission in order to achieve the required goals, as well as the participation of their employees in developing work strategies and implementing their implementation mechanisms. The most important recommendations developed by the research are that the faculties of tourism sciences investigated should improve their strategic direction by focusing on the participation of their staff in formulating their strategy in a way that facilitates its implementation without resistance.
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