RESEARCH IMPLICATIONS
The strategic leadership model holds primary value as it links strategy and leadership and is distinct
from the mainstream supervisory leadership concept. Strategic leadership connects different
disciplines, and breaks theoretical boundaries (levels and units of analysis). No longer fixating on the
internal leader-follower dyad, but opening up the leadership perspective, including the interaction of
the organization with its environment. Moreover, this dissertation shows that strategic leadership
concept holds promising value when considering the team as a source of leadership and that shared
leadership has an impact on environment-oriented team effectiveness. The latter finding is especially
interesting in the light of the societal trends, where organizations need to tailor their leadership
endeavours much more to what happens outside of the organization.
The findings of this research also have several practical implications, especially with regard to
behaviors to be developed at different organizational levels. The concept is particularly relevant, now
that organizations are delayering and strategic leadership is considered a requirement at different
levels. The strategic leadership model may help organizations to use performance appraisals more
effectively. Based on this, team managers could actively improve strategic and/or supervisory
leadership.
With regard to career opportunities, the focus can be on developing those skills and competencies
needed to move from one managerial level to the next. Especially, given the increasing awareness of
the role stress experienced by middle managers. Likewise, the notions of strategic and shared
leadership may provide an alternative perspective for leadership development and teamwork training
programs, which until today have been predominantly focusing on interpersonal influence and
personal effectiveness. In this respect, the strategic leadership model and the relevant findings on
shared leadership contribute greatly to leadership in practice.