Strategy Implementations—Can Organizations Attain Outstanding Performance?

Abstract

Using the Northern Nevada plumbing industry as the sample, this article assesses and tries to validate the correlation between the challenges of effective leadership behavior and successful strategy implementation. The study's findings mostly agree with earlier research (Schaap, 2006) on the concept of strategy implementation. The present study reaffirms the role that strategic consensus plays in the strategy implementation process. It also reinforces findings by other researchers as well that frequent communication up and down the organizational structure enhances strategic consensus through the fostering of shared attitudes and values. In addition, it reaffirms the concept that senior-level leaders who have been trained in strategic planning and implementation are more likely to meet the performance targets than are those without training in the field. Based on the evidence presented, the study concludes that in order to achieve outstanding performance, strat-egy implementation plans must be clearly developed with clear time frames, indicating specific responsibilities for individuals and identifying the people accountable for task completion.