dc.contributor.author |
Muriithi, Samuel Muiruri |
|
dc.contributor.author |
Louw, Lynette |
|
dc.contributor.author |
RADLOFF, Sarah E |
|
dc.date.accessioned |
2023-08-15T09:11:40Z |
|
dc.date.available |
2023-08-15T09:11:40Z |
|
dc.date.issued |
2015 |
|
dc.identifier.citation |
S. M. & L. Louw, S.E. Radloff, The Relationship Between Strategic Thinking and Leadership Effectiveness among Kenyan Indigenous Banks |
en_US |
dc.identifier.issn |
2222-343 |
|
dc.identifier.uri |
http://repository.daystar.ac.ke/xmlui/handle/123456789/4197 |
|
dc.description |
Journal Article |
en_US |
dc.description.abstract |
: Leadership effectiveness is critical to organisational performance and survival.
To be effective, organisational leaders must possess the right competencies. One vital leadership
competency is strategic thinking, which is described as the ability to synthesise and utilise
intuition and creativity in order for an organisation to achieve an integrated perspective.
Strategic thinking remains a critical area for research, owing to lack of supporting empirical
literature, and to theories that give little or no guidance to leaders. |
en_US |
dc.language.iso |
en |
en_US |
dc.publisher |
South African Journal of Economic and Management Sciences |
en_US |
dc.subject |
Leadership |
en_US |
dc.subject |
organisational performance |
en_US |
dc.subject |
right competencies |
en_US |
dc.subject |
creativity |
en_US |
dc.title |
The Relationship Between Strategic Thinking and Leadership Effectiveness among Kenyan Indigenous Banks. |
en_US |
dc.type |
Article |
en_US |