FIGURE 10-1: STRATEGIC LEADERSHIP MODEL
On the basis of a literature review, an exploratory factor analysis was conducted resulting in four
distinct and internally reliable factors. A confirmatory factor analysis with a different sample
confirmed the factor structure and the reliability of the four scales.
To find out whether the model was distinct from previous well-established measures, a discriminant
analysis was conducted. This analysis showed that the strategic leadership dimensions, as
conceptualized in this dissertation were distinct from the sub-dimensions of transformational
leadership. The latter was selected as a measure of supervisory leadership, as it is the most commonly
used measure that accounts for leadership at the leader-follower dyad level (Pearce et al., 2003). Only
the Organization-Exploration dimension, Organizational creativity (a sub-dimension of strategic
leadership) was related to the Intellectual stimulation of subordinates (a sub-dimension of
transformational leadership). This finding was in line with previous studies (Jung, 2001; Mumford &
Gustafson, 1988). that showed that creativity can be triggered directly, i.e. by means of intellectually
stimulating subordinates, and indirectly, by creating an organizational climate which is conducive to
creativity.
POSITIONING THE STRATEGIC LEADERSHIP MODEL
The conceptual and operational elaboration of strategic leadership was intended to emphasize its
relative and potential complementary value to the mainstream supervisory leadership concept. Both
leadership concepts play a role at different levels of analysis in the theoretical leadership debate