Investigation of the Effects of Strategic Leadership on Strategic Change and Innovativeness of SMEs in a Perceived Environmental Uncertainity

There is an extended literature on leadership adequateness since 1980 s. One of the assumptions on adequateness is strategic leadership. Acting strategic stands out as a competent of leadership in many theories and hypothesis. The main purpose of this paper, subject to three dimensions of strategic leadership, investigating the strategic leadership fact of SMEs in Konya province of Turkey industrial zone. Besides, investigation of the effects of strategic leadership on SMEs’ organizational change and innovativeness in a perceived environmental uncertainty is aimed. Accordingly, Bass & Avalio's (1985) transformational, transactional leadership scale is used with regard to strategic leadership (Multifactor Leadership Questionnaire: MLQ). Separately, “Perceived Environmental Uncertainty Scale” developed by Waldman & Ark (2001) depending upon the study of Khandwalla (1976), “Strategic Change Scale” of Waldman, Javidan & Varella (2004) and “Vision Development” and “Innovativeness” scales of Elenkov, Judge & Wright are used. The validity and reliability of these scales are tested. Finally, some questions are added to the scale questions in order to determine the socio demographic features of employees. Separately, depending upon Koçel (2008), managers are asked to categorize their plans from most to the least related to their work (daily, 1 week later, one month later, 3–6 months later, one year later, two years later, 3–4 years later and 5–10 years later) and by this means, the planning scope of manager is evaluated. In this study, descriptive statistics are applied on the findings. In internal consistency of the scale, item total correlation and Cronbach Alpha reliability coefficient are used. Construct validity of the developed scale is controlled with the confirmatory factor analysis and path analyzing with Lisrel 8 programme. As a result of study, it is seen that transformational strategic leadership through environmental uncertainty perception effects the strategic change and innovativeness significantly. On the other hand, strategic vision improvement through environmental uncertainty perception also has a significant effect on strategic change and innovativeness. Transactional leadership appropriate for management has no significant relation. In addition, the results of the study indicates that the scope of the strategic management of the largest portion of participants’ preferences is creating over 5-10 years, respectively 1 week later and 1 month later are given as the planning horizon.