Demonstrating that strategic leadership was manifested differentially across organizational
levels.
o Top-level managers were most prominent in strategic leadership behavior. Likewise,
middle managers were more prominent than lower-level managers in exploration-
oriented strategic leadership behavior, but not in exploitation-oriented strategic
leadership behavior. Middle managers were least prominent in the display of the latter
behaviors (when compared to top-level and lower-level managers).III. Showing that the relationship between leadership and subordinate’ job satisfaction is not
moderated by organizational level, and yet that different behaviors are less or more
desirable (when considering subordinate’ job satisfaction) at certain organizational
levels.
Organizational level did not unequivocally moderate the relationship between leadership
beKDYLRU RI WKH VXSHUYLVRU DQG VXERUGLQDWH¶ MRE VDWLVIDFWLRQYet several significant
relationships were unveiled:
o 0LGGOH PDQDJHUV¶ MRE VDWLVIDFWLRQ ZDV VLJQLILFDQWO\ UHODWHG WR WKH YLVLRQDU\ DQG
operational efficiency behaviors of their respective supervisor.
o /RZHUPDQDJHUV¶MREVDWLVIDFWLRQZDVXQUHODWHGWRWKHOHDGHUVKLSEHKDYLRUVRUWKHLU
respective supervisor, which may be due to the role stress of middle managers,
required to fulfil both a strategic and supervisory leadership role.
o Non-managHU HPSOR\HHV¶ MRE VDWLVIDFWLRQ ZDV VLJQLILFDQWO\ UHODWHG WR WKH
intellectual stimulation, organizational creativity and business development
behaviors of their respective supervisor.
IV. Demonstrating the value of strategic leadership, shared within the team, in predicting
environment-oriented team effectiveness
Shared leadership was a more important predictor for team effectiveness than vertical
leadership, except for team innovation.
Shared leadership was particularly significant in predicting environment-oriented team
effectiveness.
Vertical leadership was unrelated to team effectiveness.