The impact of strategy typology on organizational performance through leadership style: A field study of the opinions of a sample of managers in Yemeni Business Organizations

Abstract

The study aimed to investigate the mediating role of leadership style in the impact of strategy type on the performance of Yemeni business organizations. Additionally, it sought to identify the differences in the performance levels of these organizations based on strategy type, leadership style, and field of activity. To achieve this, the study employed a descriptive approach, utilizing a questionnaire as a data collection tool from a sample of 305 individuals in leadership positions from 43 industrial and service organizations. The results revealed that the prospector strategy and the producer leadership style are the most commonly adopted by Yemeni business organizations (both industrial and service sectors). Furthermore, the performance level of the organizations included in the study showed a limited improvement over the past three years. The study also found a direct effect of both the prospector and analyzer strategies on organizational performance, with the producer leadership style mediating the effect of the prospector strategy on performance. However, it did not mediate the effect of the analyzer strategy on performance. The findings indicated that organizational performance does not differ based on strategy type, leadership style, or field of activity. The study recommended the importance of continuous review and adaptation of the chosen strategy and the selection of an appropriate leadership style. It also emphasized the need to enhance the qualification of middle management leadrers by equipping them with various skills and knowledge, enabling them to accurately study and analyze the changing external and internal conditions, and to identify methods for adapting to these changes.