R&D, 8%in Strategy, 7% in HR, 6% in Operations & Logistics, 5% in ICT and 5% in Marketing &
Sales (33% reported other on this criteria). 46% was in his/her current position between 1 and 3 years.
47% % worked in organizations with more than 500 FTE.
An important antecedent considered in the studies described in this and subsequent chapters concerns
the organizational level of the focal managers. The focal managers were asked to select the number of
subordinates that were reporting to them. Of the 158 focal managers, 65 managers did not report this
criteria. Of the 93 remaining set 17 focal managers (11%) reported to lead more than 50 subordinates,
26 focal managers (28%) reported to lead 11 to 49 subordinates and 50 focal managers (55%)
reported to lead 1 to 10 subordinates.
For the study on the validity of the strategic leadership model, as described in this chapter, the sample
composition is highlighted in Figure 7.1.
FIGURE 7-1: SAMPLE FOR VALIDATION STRATEGIC LEADERSHIP MODEL
7.2.2 MEASURES
Strategic Leadership
In order to improve the content validity of the strategic leadership measurement, an expert panel was
organized, whom were asked to evaluate to what extent the 16 items fitted the four strategic leadership
concepts. The expert panellists were drawn from the sample of 80 managers who participated in the
previous study (after they had filled in the measurement). These experts were instructed to keep in
mind the definition of the four concepts, and the fact that these concepts were drawn from the
distinction between Exploration-Exploitation and Organization-Environment. The feedback from the
expert panellists resulted in one additional item for Business development and Organizational
creativity. In order to obtain a measurement with an equal number of items per dimension, two more