This article is a theoretical perspective, building on command, leadership and management principles that are grounded within the military (Young & Dulewicz, 2005). The aim of this new theoretical perspective is to introduce the fourth element of intelligence that will represent command, leadership, intelligence and management (CLIM) applied to business executives seeking to improve performance. Moreover, this article fills the gap in the previous theory by identifying and bringing intelligence into the framework. The article will focus on key propositions for each of the four factors of CLIM. Each section will describe the operationalization for the function of the four factors, setting the conditions to conduct future studies. The article concludes with the expected beneficial measures of the attributes needed to maximize strategic leadership which will benefit senior executives.
Albacete-Sáez, C., Mar Fuentes-Fuentes, M., & María Bojica, A. (2011). Quality management, strategic priorities and performance: The role of quality leadership. Industrial Management & Data Systems, 111(8), 1173–1193.
Bass, B. M., & Avolio, B. J. (2002). Developing potential across a full range of leaderships: Cases on transactional and transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
4.
Boyd, N. G., & Taylor, R. R. (1998). A developmental approach to the examination of friendship in leader-follower relationships. Leadership Quarterly, 9(1), 1–26.
5.
Burgelman, R. A., Floyd, S. W., Laamanen, T., Mantere, S., Vaara, E., Whittington, R., … Seidl, D. (2018). New CEOs and their collaborators: Divergence and convergence between the strategic leadership constellation and the top management team. Strategic Management Journal, 39(3), 606–638.
6.
Burnes, B., & By, R. (2012). Leadership and change: The case for greater ethical clarity. Journal of Business Ethics, 108(2), 239–252.
7.
Conger, J., & Kanungo, R. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. The Academy of Management Review, 12(4), 637–647.
8.
Di Fabio, A., & Saklofske, D. H. (2018). The contributions of personality and emotional intelligence to resiliency. Personality and Individual Differences, 123, 140–144.
9.
Elenkov, D. S., Judge, W., & Wright, P. (2005). Strategic leadership and executive innovation influence: An international multi-cluster comparative study. Strategic Management Journal, 26(7), 665–682.
10.
Frost, J. (2014). Values based leadership. Industrial and Commercial Training, 46(3), 124–129.
11.
Gardner, W. L., & Avolio, B. J. (1998). The charismatic relationship: A dramaturgical perspective. Academy of Management Review, 23(1), 32–58.
12.
Gardner, W. L., Avolio, B. J., Walumbwa, F. O., University of Nebraska–Lincoln. Gallup Leadership Institute. Summit, & NetLibrary, I. (2005). Authentic leadership theory and practice origins, effects and development (1st ed.). Amsterdam: Oxford.
13.
Gardner, W. L., & Carlson, J. D. (2015). Authentic leadership. In J. D.Wright (Ed.), International encyclopedia of the social and behavioral sciences (pp. 245–250). Oxford: Elsevier.
14.
Goleman, D. (1995). Emotional intelligence. New York, NY: Bantam Books.
15.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years—Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219–247.
16.
Greenleaf, R. (1991). Servant leadership: A journey into the nature of legitimate power and greatness. New York, NY: Paulist Press.
17.
Gurr-Mark, D., George, L. D., & Mulford, B. (2010). Australian principal instructional leadership: Direct and indirect influence, Magis: Revista Internacional de Investigación en Educación, 2(4), 299–314.
18.
Hax, A. C., & Majluf, N. S. (1990). The strategic concept and process: A pragmatic approach. Englewood Cliffs, NJ: Prentice Hall.
19.
Hitt, M. A, Ireland, R. D., & Hoskisson, R. E. (2017), Strategic management: Competitiveness & globalization—Concepts and cases (12th ed.). Boston, MA: Boston Cengage Learning.
20.
Joyce, W. F., & Slocum, J. W. (2012). Top management talent, strategic capabilities, and firm performance. Organizational Dynamics, 41(3), 183–193.
21.
Lane, J.-E., & Wallis, J. (2009). Strategic management and public leadership. Public Management Review, 11(1), 101–120.
22.
Lashinsky, A. (2016). The world’s 50 greatest leaders: No. 1 Jeff Bezos—Bezos Prime. Fortune, 173(5), 70–79.
23.
Mohammad, J., & Al-Rabie, M. (2017). Strategic leadership. Ovidius University Annals: Economic Sciences Series, 17(1), 325–329.
24.
Neubauer, A. C., & Fink, A. (2009). Intelligence and neural efficiency. Neuroscience and Biobehavioral Reviews, 33(7), 1004–1023.
25.
Northouse, P. G. (2016). Leadership: Theory and practice (7th International student edition). Thousand Oaks, CA: SAGE.
26.
Olie, R., Van Iterson, A., & Simsek, Z. (2012). When do CEOs versus top management teams matter in explaining strategic decision-making processes?: Toward an institutional view of strategic leadership effects. International Studies of Management & Organization, 42(4), 86–105.
27.
Rowe, W. G. (2001). Creating wealth in organizations: The role of strategic leadership. IEEE Engineering Management Review, 29(4), 25–37.
28.
Simpson, E. (2015). On strategic leadership. Parameters, 45(4), 75–79.
29.
Ugboro, I. O., Obeng, K., & Spann, O. (2011). Strategic planning as an effective tool of strategic management in public sector organizations: Evidence from public transit organizations. Administratio & Society, 43(1), 87–123.
30.
Vecchio, R. P. (2007). Leadership: Understanding the dynamics of power and influence in organizations. Notre Dame, IN: University of Notre Dame Press.
Young, M., & Dulewicz, V. (2005). A model of command, leadership, and management competency in the British Royal Navy. Leadership & Organization Development Journal, 26(3), 228–241.
33.
Yukl, G. (1998). Leadership in organizations (4th ed.). Englewood Cliffs, NJ: Prentice-Hall.
