Walden University

College of Management and Technology

This is to certify that the doctoral study by

Joseph Witts

has been found to be complete and satisfactory in all respects,

and that any and all revisions required by
the review committee have been made.

Review Committee
Dr. Kevin Davies, Committee Chairperson, Doctor of Business Administration Faculty

Dr. Wen-Wen Chien, Committee Member, Doctor of Business Administration Faculty

Dr. John House, University Reviewer, Doctor of Business Administration Faculty

Chief Academic Officer

Eric Riedel, Ph.D.

Walden University
2016
 Abstract

The Role of Strategic Leadership in Banking Profitability

by

Joseph Ochien’g Witts

MS, University of Dar es Salaam, 2007

BS, Institute of Development Management-Mzumbe, 1986

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

August 2016
 Abstract

A study on corporate leadership failure in America by Vugt and Ronay has shown that

the failure rate of business leadership in meeting profitability targets is as high as 60%.

Most organizations fail to attain profitability targets due to limited experience and

exposure to strategic leadership. The aim of this single case study design was to explore

the role of strategic leadership in banking profitability. Twelve purposively selected

senior bankers and members of the board of directors with over 10 years of experience in

banking and profitability and 3 years in the top management team participated in the

study in western Tanzania. The resource-based view framed the discussion regarding

strategic leadership skills needed to enhance banking profitability. Data were collected

through semistructured interviews using open-ended questions to elicit in-depth

responses from the participants. Other data sources included social media, company

websites, and annual reports. The modified van Kaam approach was used in the data

analysis. Meaningful statements were grouped into larger units to form themes. Findings

confirmed that strategic leadership skills development had an important influence on

banking profitability. Five themes emerged from the study results including strategic

leadership and organization performance, planning, risk management, training and skills

development, and the unique resources. Findings may also help to improve banking

profitability, create employment, and contribute to social change to the poor and

unbanked communities in Tanzania.

The Role of Strategic Leadership in Banking Profitability

by

Joseph Ochien’g Witts

MS, University of Dar es Salaam, 2007

BS, Institute of Development Management-Mzumbe, 1986

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

August 2016
 ProQuest Number: 10112666

All rights reserved

INFORMATION TO ALL USERS

The quality of this reproduction is dependent upon the quality of the copy submitted.

In the unlikely event that the author did not send a complete manuscript
and there are missing pages, these will be noted. Also, if material had to be removed,
a note will indicate the deletion.

ProQuest 10112666

Published by ProQuest LLC (2016). Copyright of the Dissertation is held by the Author.

All rights reserved.

This work is protected against unauthorized copying under Title 17, United States Code
Microform Edition © ProQuest LLC.

ProQuest LLC.
789 East Eisenhower Parkway
P.O. Box 1346
Ann Arbor, MI 48106 - 1346
 Dedication

With God, all things are possible. I dedicate this doctorate to our heavenly Father

and our Lord and Savior Jesus Christ for the spiritual guidance and protection throughout

4 years of study at Walden University. I dedicate this doctorate to my dear wife,

Josephine Witts, for bearing with me during difficult periods and for the encouragement

to pursue the doctorate. My sons, Wilberforce Witts, Brown Witts, Job Witts, Jackson

Witts, and our only daughter Neema Witts. To grandchildren, Mitchel, Olisa, Isabella and

Josephine, for their moral support including grandparents Ong’ong’a, Isabella, and my

mother, Olisa, for their inspiration, unwavering support, and taking care of the cost of my

education from teenage.

 Acknowledgments

To you Dr. Kevin Davies, I am privileged and honored to have you on my

doctoral committee as chair, coach, and mentor. I am grateful and indeed indebted to the

doctoral second committee member (SCM), Dr. Wen-Wen Chien. Thank you, Dr. Chien,

for accepting the nomination as SCM to my doctoral committee; you have played a

significant role in making my doctoral journey a success. To you, Dr. John House, I

thank you for your professionalism in the university researcher reviewer (URR) role and

for raising the quality of my research to the Walden University standards. I am equally

indebted to the Program Director Dr. Freda Turner for her support, encouragement, and

motivation. Professors, you are the intellectuals on whose shoulders I stand.

I owe many thanks to my dear wife, Josephine Witts, for her encouragement and

motivation to pursue the doctorate. My sons, Wilberforce Witts, Brown Witts, Job Witts,

Jackson Witts, and the only daughter, Neema Witts, have a significant stake in this

worlds’ highest academic achievement. I also thank Dr. Charles Kimei, the CEO and

managing director of CRDB Bank Plc for the sponsorship without which I would not

have pursued the doctorate.

 Table of Contents

List of Tables .......................................................................................................................v

Section 1: Foundation of the Study......................................................................................1

Background of the Problem ...........................................................................................2

Problem Statement .........................................................................................................3

Purpose Statement ..........................................................................................................3

Nature of the Study ........................................................................................................4

Research Question .........................................................................................................5

Interview Questions .......................................................................................................6

Conceptual Framework ..................................................................................................7

Operational Definitions ..................................................................................................9

Assumptions, Limitations, and Delimitations ..............................................................10

Assumptions.......................................................................................................... 10

Limitations ............................................................................................................ 11

Delimitation .......................................................................................................... 11

Significance of the Study .............................................................................................12

Contribution to Business Practice ......................................................................... 12

Implication for Social Change .............................................................................. 13

A Review of the Professional and Academic Literature ..............................................13

Overview ............................................................................................................... 14

Resource-Based View ........................................................................................... 15

Strategic Leadership Training and Skills Development ....................................... 18

i
 Strategic Leadership in Business Organizations ................................................... 20

Strategic Leadership and Organizational Performance......................................... 25

The Effect of a CEO on the Organizational Performance .................................... 28

Entrepreneurial Leadership and Organizational Performance .............................. 32

Strategic Leadership and Organization Competitiveness ..................................... 34

Attributes of Effective Strategic Leadership......................................................... 36

The Role of Leadership in Organization Change and Transformation ................. 37

The Role of Leadership in Technology and Innovation ....................................... 38

The Role of Strategic Leadership in Decision Making and Risk

Management .............................................................................................. 39

Organizational Learning and Performance ........................................................... 42

Strategic Leadership, Sustainability, and Organization Performance .................. 45

Transition and Summary ..............................................................................................47

Section 2: The Project ........................................................................................................48

Purpose Statement ........................................................................................................48

Role of the Researcher .................................................................................................49

Participants ...................................................................................................................51

Research Method and Design ......................................................................................53

Research Method .................................................................................................. 53

Research Design.................................................................................................... 54

Population and Sampling .............................................................................................56

Ethical Research...........................................................................................................59

ii
 Data Collection Instruments ........................................................................................60

Data Collection Technique ..........................................................................................62

Data Organization Techniques .....................................................................................65

Data Analysis ...............................................................................................................66

Reliability and Validity ................................................................................................69

Reliability.............................................................................................................. 70

Validity ................................................................................................................. 71

Transition and Summary ..............................................................................................73

Section 3: Application to Professional Practice and Implications for Change ..................74

Introduction ..................................................................................................................74

Presentation of the Findings.........................................................................................75

Identification of Themes ....................................................................................... 76

How Findings Confirm Knowledge in the Discipline .......................................... 88

Findings and Conceptual Framework ................................................................... 94

Application to Professional Practice ............................................................................95

Implications for Social Change ....................................................................................96

Recommendations for Action ......................................................................................97

Recommendation for Further Research .......................................................................98

Reflections .................................................................................................................100

Conclusion .................................................................................................................101

References ........................................................................................................................103

Appendix A: Interview Protocol ......................................................................................127

iii
Appendix B: Organization Permission ............................................................................134

Appendix C: NIH Certificate ...........................................................................................135

Appendix D: Request for Organization Permission.........................................................136

Appendix E: Invitation to Participate in Research ...........................................................138

iv
 List of Tables

Table 1. The Role of Strategic Leadership in Banking Profitability ................................ 77

Table 2. The Influence of the Board in the Banks' Competitiveness and Profitability..... 78

Table 3. The Effectiveness of Strategic Leadership Initiatives in Banking Profitability . 79

Table 4. Strategic Leadership Skills Needed to Enhance Banking Profitability .............. 80

Table 5. The Role of the Board of Directors in Strategic Planning .................................. 82

Table 6. The Role of the Board of Directors in the Implementation of Strategy ............ 82

Table 7. Increasing Profitability Without Increasing Risks .............................................. 84

Table 8. The Role of the Board of Directors in Creating Sound Governance Practices... 85

Table 9. Planning for Strategic Leadership Training and Skills Development ................ 86

Table 10. The Influence of Unique Resources in Creating Competitiveness .................. 88

v
 1
Section 1: Foundation of the Study

It is imperative that stakeholders understand the influence that strategic leadership

has on the performance of organizations (Hino & Aoki, 2012). Stakeholders, with high

expectations, tend to attribute success or failure of business organizations to the top

management teams irrespective of the intervening factors (Hino & Aoki, 2012). Strategic

leadership may significantly improve strategic decision-making, organizational learning,

and performance (Carmeli, Tishler, & Edmondson, 2011). A failure in strategic

leadership often causes business losses and lowers employees’ morale (Hino & Aoki,

2012). Leadership styles and strategic leadership practices by top management teams

have a significant influence on the organizations’ competitiveness and financial

performance (Carter & Greer, 2013).

The resource-based view (RBV) is a critical element of strategic leadership,

competitiveness, sustainability, and performance that enables top leaders to optimize

internal resources (Barney, 2001). The top management teams with entrepreneurial

leadership capabilities can make strategic business decisions that may significantly

influence organizational performance, competitiveness, and sustainability (Kivipold &

Vadi, 2013). Strategic leadership can influence the effectiveness of top management

teams and financial performance of the organization (Zhang, Li, Ulrich, & Dick, 2013).

The performance of business organizations is dependent upon a set of the complex

relationships between different parts of the organization including external factors (Hino

& Aoki, 2012). Therefore, in this study, I explored the role of strategic leadership in

banking profitability.
 2
Background of the Problem

Strategic leadership is the ability of the leaders to envision and direct the actions

of the organization toward the successful attainment of the objectives of the organization

(Carter & Greer, 2013). Most organizations fail to attain profitability targets due to

limited experience and exposure to strategic leadership (Carmeli et al., 2011). Knowledge

of strategic leadership is essential because the demands from shareholders and

stakeholders on the top management teams have increased in both intensity and

complexity (Carter & Greer., 2013). Some top leaders of banks embark on the work of

strategic leadership without sufficient training and experience in the work of strategic

leadership. Limited strategic leadership experience may cause a decline in profitability. A

lack of orientation to the work of strategic leadership may jeopardize organizational

competitiveness, performance, and sustainability (Bansal & Desjardine, 2014).

The conceptual framework in this study was the RBV. RBV theory is a strategic

management approach that helps organizations create competitive advantage and enhance

profitability (Barney, 2001). The synchronized use of the unique internal resources can

significantly influence organizational performance, create competitive advantage, and

enhance profitability (Birger, 1995). I focused the study of strategic leadership on the

value creation through competitive advantage and improved performance. Strategic

leadership in banks plays a pivotal role in the economic development and social stability

of the country (Lartey, Antwi, & Boadi, 2013). However, some top leaders in banks lack

the strategic leadership experience to enhance banking profitability. I used the qualitative

case study to explore experiences of the participants in banking profitability.

 3
Understanding experiences of the participants may curtail organization failures, create

employment, and contribute to positive social change (Carmeli et al., 2011).

Problem Statement

The failure of most organizations to attain profitability targets is due to a limited

experience and exposure to strategic leadership (Carter & Greer, 2013). The estimated

failure rate of leadership in meeting profitability targets is as high as 60% (Vugt &

Ronay, 2014). The general business problem is that some top leaders in banks embark on

the work of strategic leadership without strategic leadership training and orientation to

the work of strategic leadership. The specific business problem is that some executives in

banks lack the strategic leadership skills to enhance banking profitability.

Purpose Statement

The purpose of this qualitative single case study was to explore the role of

strategic leadership skills in enhancing banking profitability. A case study is an in-depth

experiential inquiry that researchers use to explore modern phenomenon within the

context of real-life (Yin, 2014). Research participants are individuals who have

experienced the phenomenon, could play the role of coresearchers, and had a significant

influence on the outcome of the study. The interviews took place in the eastern part of

Tanzania.

Findings from this study may improve the senior bank officials and board of

directors’ understanding of the dynamics of banking profitability of medium and large

size commercial banks operating in Tanzania. Stakeholders and academia may benefit

from improved understanding of the contribution strategic leadership has on banking

 4
profitability. Senior bank officials and board of directors may use the recommendations

to improve banking profitability and to prevent and reverse similar strategic leadership

failure and may improve the soundness of the financial system in the country. The

contribution to social change may include the creation of employment and improvement

of the life standard of the people of Tanzania.

Nature of the Study

In an exploratory study, researchers put aside their personal acquaintances with

the phenomenon to understand experiences of the participants (Moustakas, 1994). I used

the qualitative method to explore participants’ experiences with strategic leadership in

banking profitability in Tanzania. Moustakas (1994) suggested that the qualitative

approach is appropriate where little information exists on the subject, and the researcher

needs to understand the concept or a phenomenon. Furthermore, the qualitative method is

suitable for an exploratory study and useful when the researcher does not know the

relevant variables to explore (Yin, 2014). I did not use a quantitative method because

studies that entail learning experiences of the participants do not require experimentation.

In the quantitative study, researchers seek to determine if a relationship and a testable

hypothesis exists between two or more variables (Lamb, 2013).

In mixed methods, researchers use a combination of the qualitative and

quantitative methods to understand a phenomenon (Moustakas, 1994). The study entailed

the collection of qualitative data using semistructured interview and open-ended

questions to understand the role of strategic leadership in banking profitability.

 5
Therefore, I did not use the mixed methods approach because the study did not involve

the use of quantitative data.

I used the single case study design to conduct the research. The case study is a

philosophical and practice-based research design that qualitative researchers use to

describe and interpret a case or cases (Moustakas, 1994). I did not use other qualitative

designs such as narrative, grounded theory, phenomenology, and ethnographic designs

because they are not suitable for an in-depth exploratory study. The narrative approach

captures the stories of individuals and is not appropriate for an in-depth exploration of a

case or cases. Grounded theory design is only suitable for the development of a new

theory or theories based on the data and are not suitable for the exploratory study.

Researchers use the phenomenology design to explore the participants’ lived experiences

with the phenomenon. Hence, phenomenology design is not appropriate for exploration

of a case or cases (Yin, 2014). An ethnographic design is appropriate for a study of the

cultures of individuals or a group of participants over a prolonged period. Therefore, an

ethnographic design is not appropriate for a time sensitive business-related exploratory

study (Yin, 2014). Consequently, I used the case study design to conduct personal, in-

depth interviews to get thick and rich descriptions of the senior bank officials and

members of the board. The qualitative researchers use data from multiple sources to

enhance the validity, reliability, and credibility of the study (Moustakas, 1994).

Research Question

The central question in this study was the following: What strategic leadership

skills do senior bank officials and members of the board need to enhance banking
 6
profitability? I conducted personal, in-depth interviews with 12 senior bank officials,

including members of the board from one medium-sized commercial bank in Tanzania.

Interview Questions

The primary objective was to understand experiences of the participants with the

phenomenon of strategic leadership in banking profitability. I used personal, in-depth

interviews and 8 open-ended questions to elicit a testimony of participants’ experiences

with the phenomenon. In recognition of different roles that the top management team and

the board of directors performs for an organization, I developed two sets of questions for

the top management team and the board of directors. The 8 open-ended questions for the

senior bank officials were as follows:

1. What role does strategic leadership play in your organization?

2. What strategic leadership skills do you need to enhance banking profitability?

3. What are the unique resources that make your organization competitive?

4. How do you plan for the strategic leadership training and skills development in

your organization?

5. How does the board of directors influence the banks’ competitiveness and

profitability?

6. How do you increase profitability while managing risks?

7. How effective are these strategic leadership initiatives, particularly in terms of

increasing banking profitability?

8. What additional information would you like to share about the subject?
 7
I also developed an additional three questions appearing as Interview Questions 1,

7 and 8 to solicit the board of directors’ perspectives on the role of strategic leadership in

banking profitability. The nine open-ended questions for the board of directors were as

follows:

1. What is the role of the board of directors in creating sound corporate

governance practices in the bank?

2. What strategic leadership skills do you need to enhance banking profitability?

3. What are the unique resources that make your organization competitive?

4. How do you plan for the strategic leadership training and skills development in

your organization?

5. How does the board of directors influence the bank’s competitiveness and

profitability?

6. How do you increase profitability while managing risks?

7. What is the role of the board of directors in the banks’ strategic planning?

8. How does the board of directors ensure the implementation of approved

business strategy?

9. What additional information would you like to share about the subject?

Conceptual Framework

The conceptual framework is visual or written output that elucidates essential

features of a topic (Berman, 2013; Miles & Hubarman, 1994; Yin, 2014). In this study, I

used the RBV conceptual framework to focus and tie the study together. The RBV is a

strategic management approach to organizational competitiveness and performance

 8
improvement. Birger (1995) invented the RBV theory in 1984 and argued that the theory

can significantly contribute to organizational competitiveness and profitability. The top

management teams can use the RBV to create competitive advantage and enhance

profitability (Barney, 2001).

The constructs of the RBV include the following tenets: First, an organization’s

competitive advantage depends on the distinctive characteristics of the internal resources

that are difficult to duplicate (Barney, 2001). Second, there is a direct relationship

between competitive advantage and the organizational performance (Barney, 2001).

Third, competitive advantage is the benefit that an organization acquires through the

provision of superior products or services above rivals at the low-cost or premium price

(Barney, Wright, & Ketchen, 2001). Barney et al. (2001) argued that a synchronized

deployment of organizational resources plays a significant role in the incremental value

creation and sustainable competitiveness.

Top leaders in banks can use the RBV view to optimize the utilization of

resources and develop a superior business strategy. I focused the study on the value

creation through competitive advantage and improved performance. Optimal aggregation

and utilization of the unique internal resources and capabilities may improve

organizational performance. The RBV conceptual framework formed the foundation for

the study and helped in understanding the role of strategic leadership in banking

profitability. I used the conceptual framework to explore how senior bank officials and

members of the board could use the unique organizational resources to create

competitiveness and influence banking profitability.

 9
Operational Definitions

Banking profitability: Banking profitability is the revenue in excess of the cost of

running the banking business (Lartey et al., 2013).

Entrepreneurial capability: The entrepreneurial capability is the aptitude to

execute a duty or activity that promotes the realization of organizational undertaking

(Abdelgawad, Zahra, Svejenova, & Sapienza, 2013).

Organization competitiveness: Organizational competitiveness refers to the

competitive advantage that makes the organization different from its competitors

(Hernaus, Aleksic, & Klindzic, 2013).

Organization sustainability: Organization sustainability is the act of combining

and balancing social, economic, and environmental dimensions in running an

organization (Galpin & Whittington, 2012).

Strategic leadership: Strategic leadership is the ability of the top management

team to create a vision and mission, think and act strategically, and create organizational

competitiveness sustainably (Carter & Greer, 2013).

The resource-based view: The resource-based theory is a basis for managers to

create competitive advantage and enhance profitability (Barney, 2001).

Top management team: The top management team refers to the individuals who

have the responsibility for making strategic decisions and for directing the activities of

the organization (Carmeli et al., 2011).

Transformational leadership: Transformational leadership behavior is exhibited

by leaders who promote coaching, enhance employees’ potential, and inspire them
 10
toward a commitment to organizational goals (Carter, Mossholder, Feild, & Armanakis,

2014).

Assumptions, Limitations, and Delimitations

Assumptions are the realities that a researcher cannot support with tangible

evidence (Yin, 2014). Limitations are factors that are outside the control of a researcher

that may impede the validity of a study (Staller, 2014). Delimitations are boundaries that

researchers impose on the research project to minimize the scope of a study (Simon,

2011).

Assumptions

Yin (2014) argued that assumptions are realities that a researcher cannot support

with tangible evidence. Assumptions included in this study augmented a better

understanding of the phenomenon. Researchers must incorporate certain assumptions

before they can perform the qualitative study (Yin, 2014). The first assumption was that

the participants would respond openly and honestly. Second, the earmarked interview

participants would still be in employment holding their current positions until the date of

the interview and would respond candidly. Third, I assumed that data collected during the

interview represented a fair view of the participants’ experiences with the phenomenon of

the role of strategic leadership in banking profitability. Fourth, strategic leadership

practices were the same across the industry, and the views of the 12 interviewees were a

good representation of the views of the banking industry.

 11
Limitations

Steller (2014) posited that limitations are factors that are outside the control of a

researcher that may impede the validity of a study. Several factors may have restrained

the achievement of expected results of the qualitative study. The first limitation was that I

collected data only from 12 senior bankers, including board members involved in the

work of strategic leadership. Hence, findings depended on responses from 12

respondents. Second, the sample size may not have been a good representation of the

banking fraternity in Tanzania. Third, a few participants may have refrained from

responding to some questions on the grounds of not being the bank’s spokespersons.

Fourth, in the unlikely event that a significant number of participants failed to appear, I

may not have been able to find their equivalent replacement on short notice. Fifth,

inadequate time allocated for interviews and limited geographical coverage may have

impaired the quality of responses by the participants. Sixth, the experience of selected

interviewees with the media may have also affected the quality of responses. Seventh, the

participants may have provided misleading responses that might have jeopardized the

validity and reliability of the study. Eighth, answers to the in-depth interviews may have

lacked substance and failed to address the role of strategic leadership in banking

profitability. Ninth, a researcher cannot generalize the results of the study to a larger

population.

Delimitation

Simon (2011) contended that delimitations are boundaries that researchers impose

on the research project to minimize the scope of a study. To delimit the effects of
 12
participants’ lack of banking experience and exposure to strategic leadership, the

composition of the participants included individuals with over 10 years of experience in

banking and profitability and 3 years in the top management team. Simon posited that

delimitations have a significant positive influence on the external validity of the study.

Six senior bankers and six members of the board of directors with banking and strategic

leadership experience helped to enhance the validity, credibility, and reliability of the

study.

Significance of the Study

The assessment of the significance of the study was based on the context of the

efficacy of the findings in supporting positive social change implications and the extent

of reduction of the literature gap. The findings may allow current and future strategic

leaders to establish, grow, and run profitable banking businesses. Furthermore, the

outcome of the study may contribute to positive social change by creating employment

opportunities and improvement in the life standard of the people of Tanzania. A

profitable and sustainable banking system is imperative for the proper functioning of the

economy. A failure in banking profitability may cause devastating effects on the

economy, including loss of employment opportunities and instability in the national

payment and settlement system (Lartey et al., 2013).

Contribution to Business Practice

Top management teams may better understand how limited strategic leadership

processes can thwart banking profitability and how effective strategic leadership can

propel banking profitability. In the course of the study, common themes emerged from
 13
the research that may allow current and future strategic leaders to establish, grow, and run

profitable banking businesses. The boards of directors of banks may benefit from the

findings of this study through an improved understanding of the skills required of the top

management team and specifically the CEO to improve banking profitability

competitively and sustainably. It is essential that the board of directors possess the

aptitude to determine the ability of and cognitive frames of the management of the

organization (Trahms et al., 2013).

Implication for Social Change

The outcome of this study may help to develop strategic leadership practices,

reduce the rate of losses by banks and the number of bank failures in the economy. The

results of the study may contribute to positive social change because the society as a

whole may benefit from an improved financial intermediation system that might support

the employment creation and improvement in the livelihood of the communities. An

advanced and efficient financial system is essential to help encourage higher financial

savings, deepen financial intermediation, and eventually, develop dynamic domestic

capital and financial investment activities (Hino & Aoki, 2012).

A Review of the Professional and Academic Literature

The aim of the study is to explore the role of strategic leadership in banking

profitability. The central research question was as follows: What strategic leadership

skills do senior bank officials and members of the board need to enhance banking

profitability? I conducted a detailed review of the academic literature to improve the

understanding of the phenomenon of banking profitability and to identify gaps in the

 14
literature. The focus for the literature review was on strategic leadership in business

organizations and organizational performance, including the effects of a CEO and

entrepreneurial skills on organization performance. Other areas of focus included

organizational competitiveness, attributes of effective leadership, and organizational

change and transformation. I also reviewed the literature on the role of strategic

leadership in technology and innovation, change agents, and transformational and

multicultural leadership, including organizational sustainability.

Overview

In the course of writing this study, I retrieved peer-reviewed journal articles from

various databases including, but not limited to, Sage Premier, ScienceDirect and Business

Source Complete, Emerald Management, and ABI/INFORM. I also used the Walden

University online library and textbooks from the Walden University bookshop. A search

of the databases included a combination of keywords such as strategic, leadership,

banking, profitability, competitiveness, and RBV theory to locate relevant journal articles

for further scrutiny and evaluation. The scholarly peer-reviewed journals included

Journal of Leadership & Organization Studies, Strategy & Leadership, Leadership,

Journal of Management Studies and Strategic Organization. Others included Strategic

Management Journal, Human Resource Management, Strategic Direction, and Journal of

Business Research. Out of 167 journal articles, 87 are in the academic and literature

review section, and 80 in other areas of Sections 1, 2, and 3. Journal articles totaling 143

or 85% are less than 5 years from the anticipated date of my graduation. In addition, 143
 15
or 85% are from scholarly and peer-reviewed sources. Simon (2011) contended that

delimitations have a significant positive influence on the external validity of the study.

Resource-Based View

The RBV is a critical element of strategic leadership, competitiveness,

sustainability, and performance that helps top leaders to optimize internal resources

(Barney, 2001). Birger (1995) invented the RBV theory in 1984 and argued that the

theory has a significant influence on the profitability, sustainability, and competitiveness

of an organization. Competitive advantage is the firm's ability to create superior value

(Costa, Cool, & Dierickx, 2013). Hence, competitive advantage is a manifestation of the

organization’s ability to synchronize the use of resources, including optimal exploitation

of business opportunities (Chien, 2014).

The conceptual framework is a significant element of research design that

provides the qualitative researchers with a lens for viewing the probable causes of a

business problem (Cunningham, 2014). I used the RBV conceptual framework to

describe how the top management teams in banks can manipulate the use of available

resources to achieve and maintain profitability, sustainability, and competitive advantage.

Top leaders in banks can use the RBV conceptual framework to optimize resource

utilization and develop superior business strategies. The constructs of the RBV

conceptual framework include the following propositions: First, a firm's competitiveness

is dependent upon a myriad of important, exceptional, and unmatched resources (Barney,

2001). Second, there is a direct relationship between competitive advantage and

profitability. Third, competitive advantage is the benefit that an organization acquires

 16
through the provision of superior products or services above the competition at a

premium or low-cost (Barney et al., 2001). Integration of the RBV with the strategic and

entrepreneurial orientation may result in an improved banking profitability. In addition,

top management teams can use the RBV to describe how they can employ strategic

leadership skills to enhance banking profitability.

An organization’s competitive advantage comes from the strategic,

heterogeneous, and organization-specific resources that are difficult to imitate (Costa et

al., 2013). Bank leaders use the uniqueness of resources to describe the differences

between performances of different organizations. Thus, the uniqueness of resources has a

significant influence on the profitability, efficiency, sustainability, and competitiveness of

the organization. Birger (1995) made an important contribution to the areas of

international business, marketing, entrepreneurship, economics, and science, including

human resource management (Barney et al., 2001). A positive relationship exists between

the RBV theory, strategic leadership, and organization profitability (Barney et al., 2001).

The RBV formed the basis of the study and helped to synchronize the role of strategic

leadership in banking profitability.

Porter’s competitive strategy and the RBV frameworks. The divergent

conceptual framework to the RBV is Porter’s competitive strategy (Spanos & Lioukas,

2001). In Porter’s competitive strategy framework, an organization is a collection of

strategic actions geared at adjusting to industry conditions to create competitive

advantage in the marketplace (Spanos & Lioukas, 2001). In contrast, the author of the

RBV framework views competitiveness as an outcome of the unique resources and

 17
management competencies that are difficult for competition to copy (Barney et al., 2001).

The divergent perspectives between the two conceptual frameworks arise from the

disagreement on the standard measure of the organizational competitiveness between

industry conditions and the unique resources and capabilities. Spanos and Lioukas (2001)

contended that both organizational specific resources and competencies, including

industry conditions, play a significant role in influencing the performance of an

organization.

Birger (1995) stated that an organization is a collection of the unique resources to

create competitive advantage. Spanos and Lioukas (2001) argued that the performance of

an organization is somewhat independent of the management decisions and conditions of

the industry. However, this argument is only valid in the premise that the industry is not

exogenous from the organization and that the focus in performance measurement is about

the organization instead of the industry. The choice of top leaders between a low cost or

differentiation strategy may influence the performance either way. Porter countered that

strategy, industry, and organization complement each other and are likely to influence the

organizational performance (as cited in Spanos & Lioukas, 2001). In addition, Spanos

and Lioukas (2001) stated that Porter underscored the significant influence of industry

conditions on the organizational performance.

In studies involving organizational performance and sustainable competitive

advantage, certain researchers place emphasis on the strategy and industry conditions,

and others focus on the organizations’ unique resources and capabilities (Spanos &

Lioukas, 2001). In Porter’s competitive strategy framework, performance is a return to

 18
the organizations’ specific resources, capabilities, and industry conditions, which are

outside the control of the organization. In Birger’s RBV framework, performance is a

return to the inimitable resources and competencies within the control of the organization

(Barney, 2001). Therefore, in the studies involving performance, sustainability, and

competitiveness, an organization is a more important component of analysis than industry

(Spanos & Lioukas, 2001). In spite of the divergent views, both Porter's competitive

strategy and RBV frameworks subscribed to the same argument. They both argued that

organization performance depends on the strategy, unique resources and capabilities, and

industry conditions (Spanos & Lioukas, 2001).

Strategic Leadership Training and Skills Development

Leadership development is a daunting task for most organizational leaders who

need to enhance leadership skills and capabilities of their employees (Capobianco,

Fialho, Cunha, & Niveiros, 2013). Capobianco et al. (2013) described the effectiveness of

experiential learning techniques in the development of leadership skills and capabilities.

Capobianco et al. argued that employees can improve leadership expertise and capacities

by practicing different leadership approaches to the job without attending formal training

on leadership. They use simulations and gaming method, systematic review, and

experiential learning theory to conduct the study. Capobianco et al. found that the use of

computer games in simulating leadership development requires further development.

Despite the significant achievement of computer games in leadership development,

computer simulation is a mere instrument that cannot provide leadership without the
 19
intervention of a human leader. Experiential learning may help organizations in the

development of leadership skills and capabilities (Cannon, 2011).

Development of leadership skills plays a significant role in the creation of the

organizational competitiveness and performance improvement (Edwards, Elliot, Iszatt-

White, & Schedlitzki, 2013). Leaders need to develop strategic leadership skills so they

can think and act strategically and navigate through the unfamiliar business environment

(Edwards et al., 2013). Different approaches exist for the development of strategic

leadership skills, including formal learning and self-initiated courses (Gentry, Eckert,

Munusamy, Stawiski, & Martin, 2013). Other approaches include seminars and executive

leadership development programs (Gentry et al., 2013). Individuals with strategic

leadership skills are vigilant and have the aptitude for anticipating threats and

opportunities surrounding their businesses (Tawadros, 2015). Tawadros (2015) contended

that organizational leaders can use mentoring, job rotation, coaching, and the creation of

a learning environment to develop strategic leadership skills. Learning is an essential

element of the strategic leadership development that ought to be part of an organizational

culture. Effective leaders create a nonthreatening work environment that fosters creativity

and innovation and where employees learn through practice, without fear of punishment

for mistakes (Tawadros, 2015). Executive leadership development programs must include

a feedback mechanism and center on the participants’ leadership training needs (Gentry

et al., 2013).

Skilled strategic leaders like to question the status quo, nurture diversity, and base

their decisions on multiple perspectives including the opposing views (Tawadros, 2015).
 20
Skilled leaders can analyze, interpret, and understand the influence of a complex

environment on the business and know how to respond to threats and opportunities

(Tawadros, 2015). Skilled leaders have the ability to evaluate different decision options,

take quick but well-thoughtout decisions even when limited information exists

(Tawadros, 2015). They also work with short, medium, and long-term business goals in

perspective. Strategic leaders possess effective communication and emotional and social

intelligence skills, including trust and the capacity to synchronize the business and

stakeholders’ objectives (Edwards et al., 2013).

Strategic Leadership in Business Organizations

Strategic leadership is the ability to envision the future of the organization

(Abudho-Riwo, Njanja, & Ochieng, 2012). Strategic leadership also encompasses the

capacity to communicate the vision of the organization and to motivate followers toward

the implementation of the strategic goals. The role of strategic leadership in the creation

of enabling organizational values and culture is essential to the success of the

organization (Mauri & Romero, 2013). Leadership values, psychological process, and

innovation can influence the organizational culture and performance (Carter & Greer,

2013). Strategic leadership extends to the entire scope of the functions performed and the

decisions made by individuals or a group of individuals at the top of the organization

(Carter & Greer, 2013). Leaders should be strategic planners who set the course for

attaining the goals towards which they are leading followers. The expanding role of

strategic leadership arouses the stakeholder’s desire to understand the impact of the top

management team on the performance of the organization (Carter & Greer, 2013).
 21
Leaders and leadership have a direct impact on many performance indicators and in the

overall performance of the organization (Hiller, DeChurch, Murase, & Doty, 2011).

Dries and Pepermans (2012) sought to explore leadership potential as opposed to

the successful mature leadership and to integrate all criteria for the identification of

leadership potential. They also sought to spell out implications for the measurement of

leadership potential and test the level of consensus on the leadership potential analysis

(Dries & Pepermans, 2012). A potential future leader can deal with increasingly complex

information, decisions, and problems. A potential future leader is willing and able to

learn from experience and is ambitious and self-driven (Andressen, Konradt, & Neck,

2012). The potential leader also exhibits an orientation, tendency, and attraction toward

leadership.

A strategic consensus is an act of sharing common understanding and agreement

on the organizations’ strategic priorities from the lower to upper management levels

(Walter, Kellermanns, Floyd, Veiga, & Matherne, 2013). Strategic alignment is the

seamless integration of strategic goals and organizational support systems (Anonymous,

2013). Walter et al. (2013) argued that strategic consensus and alignment are the primary

challenges facing contemporary leadership constructs but positively relate to

organization’s performance. Strategic consensus and alignment have a significant

positive influence on the organizations’ performance (Walter et al., 2013). However, they

did not elaborate on the influence of the external environment that they purported was

central to strategic alignment.

 22
There is a myriad of controversies surrounding the definition and application of

the term leadership (Allio, 2013). Allio (2013) contended that leadership scholars and

practitioners have not agreed on what leadership is and what practices do or do not

represent leadership. Despite a plethora of literature and theories of leadership that

recommend best leadership practices and principles, there is still no agreement on what

constitutes leadership (Bhattacharyya & Jha, 2013). However, in spite of the lack of a

standard definition of the term leadership, many people are increasingly developing an

interest in leadership rather than management (Allio, 2013). Leadership development has

become a contemporary subject that is attracting a multitude of people (Carroll &

Nicholson, 2014; Ghosh, Hyness, & Kram, 2013). Both scholars and practitioners agree

that all types of organizations need leadership. Scholars and practitioners also agree that

leadership development is an imperative for performance improvement and sustainability

(Allio, 2013; Hagemann & Stroope, 2014). Understanding what leadership is and how

leaders can pass on leadership skills to other people across the organization can

significantly influence performance and sustainability (Haigh & Hoffman, 2014; Karp,

2014).

Measurement of strategic management constructs helps in the assessment and

interpretation of strategic management performance (Barney, 2001). Strategic

management is a management discipline that is still in an infancy state and is not popular

with management and other scholars. Strategic management construct is a predominantly

new concept. Despite the criticism of the ambiguity of strategic management

performance variables, researchers have unanimously agreed on the usefulness of

 23
measuring strategic construct (Mitchell et al., 2013). The use of multiple measurement

tools could help to enhance validity and credibility of the strategic management

construct.

Leadership is at the center of organizing. Organizing has numerous features and

akin to leadership (Larrson & Lundholm, 2013). The focus for the study was in the day-

to-day work in a bank branch and the interaction between leaders and followers. Larson

and Lundholm found that leadership is an interpersonal relationship and achievement that

takes place in the course of interaction between leaders and followers. Leadership,

organizing, process, interpersonal influence, and an achievement, emanate from the

interaction between individuals and dependent upon leaders and followers (Larson &

Lundholm, 2013). However, they did not define the term leadership.

Xing and Sims (2011) explored leadership practices in Chinese banks using

Daoism and self-reflexivity. Daoist is a Chinese culture and tradition that follows the

principles known as Wu Wei, the submissive behavioral tendencies that give the Chinese

leaders unchecked powers over subordinates. In the Western and American outlook, the

look warm and simplicity leadership stance that Daoism advocate does not justify the

popularity that Daoism leadership principles command among the Chinese managers

(Xing & Sims, 2011). The threefold contribution in this study includes understanding the

Chinese Daoism traditional leadership philosophical exposition (Xing & Sims, 2011).

Results shed light on reflexivity from the Chinese leadership perspective and description

of the influence that Daoism tradition has on embracing self-reflexivity on the Chinese

leaders (Xing & Sims, 2011). However, Xing and Sims did not describe the framework
 24
that the manager can use to implement Daoism leadership philosophy outside Chinese

banks.

Sengul, Gimono, and Dial (2012) explored the influence of strategic delegation on

the organizational competitiveness and performance. An efficient delegation

encompasses aligning the interest of shareholders with those of top management

including line managers, supervisors, and employees. Shareholders and top management

teams use delegation as a strategic tool to manage large operations that they cannot

control (Sengul et al., 2012). Measurement of the influence of delegation on the

performance is of paramount importance and helps to maintain the competitiveness of the

organization. The development of delegation instruments such as proper governance

structure, the appointment of managers, motivation, and empowerment has a significant

influence on organizational performance (Sengul et al., 2012).

A significant overlap exists between new and existing leadership theories,

especially when studying the same leadership constructs (Borgmann & Rowold, 2014;

Hoyt, Burnette, & Innella, 2012). Full range and initiating structure leadership theories

can help to assess the influence of the relationship between leadership. Leadership

researchers fail to conduct a thorough literature review of the past research findings such

that they end up duplicating results that already exist. The consideration and initiating

structure leadership models is a new leadership style that relies on the leader and follower

relationship in getting work done. The model also focuses on the employees’

development and involvement in the decision-making as the foundation for

organizational performance improvement. A high relationship between leaders and

 25
employees has a significant influence on the performance of the organization (Thomas &

Rowland, 2014).

The traditional view of leadership scholars is that leadership significantly

influence the context in which leaders practice leadership (McDermott, Kidney, & Flood,

2011). Leadership is an outcome, and a manifestation of the context and that context

affects leadership (Eva & Sendjaya, 2013). The concept also helps to understand how the

context and contextualizing concepts are interwoven and dependent on each other. People

practicing leadership in knowledge base organizations such as medicine are failing to

replicate leadership practices because of the difficulty in copying knowledge bases that

support leader’s decision-making processes.

There are countless reasons that could help top leaders to describe failures in

achieving performance targets (Hino & Aoki, 2012). A myth that leadership is a universal

remedy to the challenges facing humanity is yet to be established. Domineering

leadership style is the leading conventional leadership style that account for most

leadership failures (Olie, Iterson & Simsek, 2012). Solutions to workplace challenges call

for studies on the appropriate leadership styles for contemporary organizations. The

traditional hierarchical structures of a leader know it all is one of the factors that hinder

leaders’ ability to address challenges facing organizations (Harrison & Pelletier, 1997).

Strategic Leadership and Organizational Performance

There is a direct relationship between competitive advantage and the

organizational performance (Birger, 1995). The RBV theory is dependent on the optimal

aggregation and utilization of unique internal resources and capabilities for improved
 26
organizational performance (Barney, 2001). Banks play a critical role in the development

of the country’s economy. To be sustainable banks must grow the business and make

profits. Profitability is among the key performance indicators in the banking business

(Cavelaars & Passenier, 2012). The key drivers of banking profitability are interest,

trading and fee income (Cavelaars & Passenier, 2012).

Hazy and Uhl-Bien (2015) provided a contemporary insight into our

understanding of complexity leadership that could improve leadership effectiveness. The

aim of the study was to explore the complexity as a contemporary philosophy that

organizations can use to understand leadership (Hazy & Uhl-Bien, 2015). People should

view leadership as an organizational practice and not a practice of the individuals. The

complexity leadership, strategic leadership, and leadership, are a generative occupation

and an emergence process (Hazy & Uhl-Bien, 2015). Definition and interpretation of the

terms leadership and management have a significant influence on the effective execution

of leadership responsibilities. Understanding the affect of complexity leadership on

leadership phenomenon may enhance leadership effectiveness.

It is the responsibility of the board and top management teams to develop

strategic and operational processes to ensure that costs incurred in generating revenue do

not exceed the income (Cavelaars & Passenier, 2012). Banking profitability is the ability

to generate revenue in excess of the cost (Lartey et al., 2013). A gap may exist in our

understanding of the effects of the strategic leadership in banking profitability (Kerstein

& Kozberg, 2013). The exploration of experiences of 12 senior bank officials including
 27
members of the board may allow for a better understanding of how strategic leadership

may contribute to banking profitability.

Organizational performance hinges on the dynamic managerial capabilities in

resourcing an organization and the strategic decision-making framework employed by

particular organizations (Beck & Wiersema, 2013). Managerial capabilities comprise

different dynamic managerial competencies that have a significant influence in directing

the organizational strategy (Tubs & Schulz, 2006). Developing various types of human

capital, managerial cognition, and social capital is a significant step toward supporting

dynamic managerial capabilities (Beck & Wiersema, 2013). Dynamic decision-making,

efficient feedback mechanism including internal and external market analysis are critical

drivers of organizational performance (Beck & Wiersema, 2013).

A balanced scorecard is a measurement tool and a feedback system that helps

management to focus organizational efforts towards the achievement of strategic

objectives (Mitchell et al., 2013). Overall, Organizational performance comprises of

strategic and operational performance. Total organizational performance is neither a good

measure of strategic nor operational performance. Therefore, it is important to separate

strategic from the operational performance to establish if an organization is attaining the

strategic objectives.

The use of the RBV conceptual framework for strategic performance

measurement heightens the need for understanding the factors that can influence the

performance of the organization (Barney, 2001). Differentiation of strategic from the

operational performance is important because the performance of the organization

 28
depends on the effectiveness and efficiency of execution of the strategic goals (Mitchell

et al., 2013).

The central focus for leadership revolves around two variables namely task and

people management (Mastrangelo, Eddy, & Lorenzet, 2014). Organizational performance

is the main preoccupation of organizational leaders. However, employees’ willingness to

cooperate, personal leadership, and professional leadership are elements of enduring

leadership model that helps to achieve organizational performance goals. Earning

employees’ cooperation depends on the behavior and personal qualities of leaders and

significantly influences the organizational performance (Mastrangelo et al., 2014).

There is a wide gap of leadership skills at the top management level between

conventional and contemporary leadership styles (Hino & Aoki, 2012). The traditional

leadership style cannot support modern business trends like modern leadership

(Abdelgawad et al., 2013). Conventional leadership style uses hard leadership skills, has

a close connection with cost management orientation and focus on results. On the

contrary, dynamic leadership style uses soft leadership skills such as collaboration,

modernism, information, and technology (Kaur et al., 2012). However, some of the

leadership challenges facing most organizations could be addressed by outsourcing

certain functions (Mihalache, Jansen, Bosch, & Volberda, 2012).

The Effect of a CEO on the Organizational Performance

The CEO’s transformational leadership has a distinctive influence on the

effectiveness of top management teams and organizations’ performance (Irshad &

Hashmi, 2014; Zhang et al., 2013). Transformational leadership has a tendency to

 29
influence group behaviors toward positive followership and high interpersonal

relationship. Little information is available on the influence of individual top

management team members on group behavior (Zhang et al., 2013). Zhang et al.

discussed the significant role of the relationship between the CEO and influential

members of the executive management team for improving organizations’ performance.

Organizations’ performance is dependent upon the interpersonal relationship between

members of the executive management committee (Zhang et al., 2013). The individual

performance of top management team has insignificant influence on organizations’

performance. However, Zhang et al. did not discuss the affect of the CEO’s education

background and tenure on organizations’ performance.

Due to the lack of universally accepted hiring criteria for members of the board

and the CEO, most companies use the academic qualification and work experience

(Dharmadi, 2013). Dharmadi (2013) sought to investigate the likely effect of the CEO

and board members’ education qualifications on the financial performance of the

organization. Whereas education qualifications have a significant influence on the

performance of an individual CEO and board member factors such as strategic leadership

skills and entrepreneurial leadership, also account for the financial performance of the

organization. Dharmadi posited that highly educated CEO’s and board members are open

to new ideas, and new ways of doing things can assess decisions from different

perspectives. In a family-owned business, the relationship is likely to influence the

appointment of the CEO and board members (Dharmadi, 2013). The CEO’s educational

background and members of the board have a significant effect on the financial
 30
performance of the organization. However, Dharmadi did not develop a model that

shareholders of private and family-owned businesses including public corporations may

use in determining the suitability of a CEO and members of the board.

There are numerous dependent variables to measure the significance of the CEO’s

influence on organizational performance and hence the CEO’s performance (Blettner,

Chaddad, & Bettis, 2012). The study is not conclusive on CEO’s performance

measurement constructs but is rather an attempt to establish such construct (Blettner et

al., 2012). Performance measurement construct and the multiplicity of methods for

measuring the CEO’s interaction tend to inhibit the scope of CEO’s performance

measurement construct. Other inhibitors include limitations of statistical technology on

confounding effects of the firm, time, and CEO, the dependency of the incumbent CEO’s

performance on the predecessor (Blettner et al., 2012). The firm and CEO’s internal fit

account for a large part of CEO’s performance. However, Blettner et al. did not cite

entrepreneurial strategic leadership as one of the CEO’s performance measurement

variables.

The CEO’s heterogeneity career is an influence of the engagement in multiple

career assignments inside and outside the organization (Crossland, Zyung, Hiller, &

Hambrick, 2014). Crossland et al. sought to bring to light the heterogeneity factor of the

CEO career and the influence of the CEO on organization performance. Heterogeneity of

CEO career is a variety of experiences that an individual gain from practicing the work of

a CEO in multiple firms across industries. CEO heterogeneity elements such as

motivation, cognitive, a high-and-low variety of a CEO describe the level of inclination

 31
to change and awareness. CEOs with high variety are innovative and practice the

strategic entrepreneurial renewal leadership. On the other hand, low variety CEOs is less

creative and practice strategic inertial leadership (Crossland et al., 2014).

Executives with broad career experiences from multiple organizations are more

suited for the post of a CEO than with little organization job experience. CEO’s with

varied experiences have multiple networks to consult and source assistance and more

likely to make the right strategic decisions due exposure and experience in numerous

work environments (Waldman & Balven, 2014). The career variety of the executive

management team has a significant influence on the performance including change and

transformation of the organization (Crossland et al., 2014).

A newly appointed CEO has the duty and responsibilities in the development and

implementation of new strategic initiatives (Weng & Lin, 2014). CEO’s connections and

prior work experience have a significant influence on the performance of the

organization. Weng and Lin found that other than CEOs prior work experiences,

organizations recruiting new CEOs from outside must evaluate experiences and positions

held in similar or relevant organizations. The implementation of strategic change

initiatives is dependent upon the connection between the new CEO’s previous

organization, the current organization, and the industry (Weng et al. (2014).

Understanding the influence of CEO tenure, new CEO’s background, and experiences

may help organizations to source the right CEO and improve performance.
 32
Entrepreneurial Leadership and Organizational Performance

Strategic entrepreneurship leadership characterizes opportunity and advantage

seeking leadership that encompasses the ability to make timely decisions and to build the

flexibility to accommodate market-led changes (Gibbs, 2009). There are two types of

entrepreneurial leadership namely entrepreneurs in the leadership positions and

entrepreneurial leaders. The ability to operate with limited resources is a typical

characteristic of the family enterprise and entrepreneurial leadership (Wang, Tee, &

Ahmed, 2012; Lisak & Erez, 2015). Strategic entrepreneurship leadership is independent

of one’s position in the organizational hierarchy (Lisak & Erez, 2015). Effective resource

management, hard work, multitasking, and the ability to lead people individually and in

teams are a few elements of entrepreneurial leadership.

There is a strong relationship between leadership capability and performance of

the organization (Kivipold & Vadi, 2013). The central role of leadership is to tie together

different parts of the organization. Leadership is the joint responsibility of members of

the organization to coordinate and monitor the organizational environment to ensure

achievement of the objectives (Kivipold & Vadi, 2013). Gillet and Vandenberghe (2014)

argued for embedding leadership development across the organization from top

management to middle and lower management levels. Organizational leadership is akin

to the structural capital that ties together the organizational performance.

The role of strategic leadership in determining and synchronizing the internal and

external market opportunities and organizational capabilities is the central responsibility

of strategic leadership (Abdelgawad et al., 2013). The entrepreneurial ability plays an

 33
instrumental role in the creation and sustaining an organization’s competitive advantage.

On the other hand, entrepreneurial activities can cause intentional changes in the

organizations’ competitive landscape (Abdelgawad et al., 2013).

There is a direct relationship between strategic renewal and top management

mindset of empowering middle managers and the middle managers effectiveness in the

achievement of the organizational goals (Hopkins, Mallette, & Hopkins, 2013). The

empowerment of middle managers has a direct effect on the performance of the

organization. Middle management commitment is pivotal to the achievement of strategic

renewal, and the absence of such commitment can result in strategic inertia (Hopkins et

al., 2013). Organizations commitment to creating an empowering culture and

environment can promote the commitment to strategic renewal, and the lack of an

empowering culture and environment can lead to strategic inertia (Hopkins et al., 2013).

Strategic entrepreneurial leadership and diversity have a significant influence on

the relationship between top management team (Boerner, Linkohr, & Kiefer, 2011).

Organizational tenure and leadership diversity help the leaders to take into account

different points of view and perspectives in the decision-making (Stahl & Brannen,

2013). Upper echelon, RBV, and similarity-attraction theories can help to understand the

effects of the top management team on the performance of the organization. Boerner et

al. defined top management team as executive members of the company who handle

strategic decision-making.

A perception that entrepreneurship is an ethical responsibility facing business

enterprises can significantly enhance organization competitiveness and sustainability

 34
(Lourenco, 2012; Freitas et al., 2012). Business schools face inherently conflicting

motives of profitability and the organizational permanence. Entrepreneurial sustainability

education can positively affect organization performance (Lourenco, 2012; Clarke, &

Boersma, 2013). There is a connection between opportunity cost perception and junior

entrepreneurs’ willingness to venture into sustainability education (Lourenco, 2012;

Kurucz, Colbert, & Marcus, 2014).

Strategic Leadership and Organization Competitiveness

Organizations must integrate innovation, creativity, and marketing in the strategic

planning to sustain competitiveness (Palsner, 2014). Other factors such as the high

number of experienced staff and supply chain of internal and external knowledgebase

have a significant role in creating organizational competitiveness (Palsner, 2014). The

most important element in the management of the technology is the speed in providing

solutions to the business needs. The creation of profit-making capacity in the long term is

the primary focus of resource optimization and strategic leadership (Barney, 2001). The

top management team needs strategic renewal capacity and sustainable innovation

strategy to create competitiveness (Strand, 2014; Le, Kroll, & Walters, 2014).

The top management uses the dynamic customer needs and the changing

technology to position their brands in the market (Akdag & Zinedin, 2011). The top

management teams can develop positioning strategy of public, private, local, and

international banks to become competitive (Akdag & Zinedin, 2011). Banks also use

quality measurement to differentiate their products and services from the rivalry. Quality

products and customer service could significantly influence the strategic positioning of
 35
banks in the market (Akdag & Zinedin, 2011). Banks could also use multiple approaches

such as cost efficient technology, employees’ education, and operational superiority to

supplement positioning strategies.

Despite varied definitions of what the strategy is, most organizational leaders

accede that the strategy is an imperative element of business management (Markides,

2014; Porter, 2006). The only difference is in the approaches that different organizations

use for strategy formulation, execution, and review. A good strategy must incorporate

different methods and perspectives (Narayanan & Zane, 2009). The key issues that need

clarification beforehand include the contents of the strategy, the procedure for strategy

preparation, creative thinking, and innovativeness including review and evaluation of the

strategy. Continuous promotion of new business ideas ought to be in line with changes

taking place in the market (Markides, 2014). Organizational leaders use business strategy

to resolve current and future business challenges (Narayanan & Zane, 2009). A strategy

helps in explaining the ways and means that the leaders can use to exploit current and

future potential of its resources. An effective strategy could help the organization to

become competitive in their respective markets (Barney, 2001).

Despite the significance of competitiveness in the organizational performance,

most top management teams lack adequate skills how to develop and implement a

workable competitiveness strategy (Hino & Aoki, 2012). The top management teams use

sustainability to position their organizations and to enhance their competitiveness (Galpin

& Whittington, 2012). A successful sustainability is akin to successful organization

development effort in which the involvement of employees is central to successful

 36
sustainability strategy (Gareth, 2013; Leavy, 2014). Organizations must embrace

continuous innovation to compete effectively (Leavy, 2014). However, they did not

discuss a framework that small and medium enterprises can use to develop a sustainable

strategy.

Attributes of Effective Strategic Leadership

Competence in public speaking is one of the many factors that the leadership uses

to garner acceptance and followership (Heracleous & Klaering, 2014). Thin relationships

exist between the ability in public speaking and charismatic leadership. Charismatic

leaders are consistent and persistent in portraying competence in speech-making and

situational leadership behaviors. Other characteristics of charismatic leaders include the

ability to relate well to multiple audience and demonstration of emotional intelligence.

Zaccaro (2007) discussed trait-based perspectives of leadership. Trait-based leadership is

the dominant approach to the initial scientific research in leadership. Individual leader

traits and attributes have no significant role in leadership effectiveness. Leadership

encompasses a complex set of behavior besides characteristics and attributes (Kerr &

Robinson, 2011). Leadership effectiveness includes the characteristics that can influence

leadership behavior and have a major effect on the organizational performance (Nyberg

& Sveningsson, 2013; Hmieleski, Cole & Baron, 2013). Situational factors also have a

significant effect in determining leadership effectiveness. Zaccaro argued that not all

leaders are effective in all situations. A leader can be effective in one situation and less or

completely ineffective in others depending on the sensitivity and proximity to the

situation.
 37
A high relationship between leaders and employees can nurture trust and improve

organizations’ performance (Lee & Jensen, 2014). Different types of leadership behavior

have different affects on workplace harmony. A high interpersonal relationship between

leader and followers had a significant influence on the workplace harmony and

organization performance (Chaundhry, Javed, & Sabir, 2012). Latham (2013) sought to

understand the experiences of top management teams who have successfully transformed

their organizations to performance excellence. Leadership behaviors such as role

modeling, respect, collaboration, and effective communication are the leadership

behaviors that can result in leadership effectiveness (Latham, 2013). Other positive

leadership behaviors include persistence, accountability, systems thinking, personal

involvement, and personal learning (Latham, 2013). Latham found that change of culture,

values-driven, teamwork excellence, valuing employees, being customer focused, and

trust has a significant effect on creating performance excellence. Unfortunately, Latham

did not develop any new concept or a new theory that may help top management teams to

pursue performance excellence.

The Role of Leadership in Organization Change and Transformation

Stakeholder analysis and the practical implementation of stakeholders’ framework

of analysis are imperative for improved organization performance (Jepsen & Eskerod,

2008). From the project management perspective, stakeholders are individuals who can

exert influence on the project and vice versa. It is important for the project manager to

conduct a stakeholder analysis to understand the dynamics of the relationship between the

company and stakeholders on an ongoing basis (Jepsen & Eskerod, 2008). Challenges
 38
facing stakeholder analysis include the lack of the appropriate guideline for stakeholders’

identification, categorization, and the right strategy to elicit stakeholders’ support (Nixon,

Harrington, & Parker, 2012).

The Role of Leadership in Technology and Innovation

The concept of innovation is an all-encompassing phenomenon (Damanpour,

2014; Hoch, 2012). There are non-technology innovations such as organization

development changes and transformations that have a significant influence in creating

organizational competitiveness. Other non-technology performance drivers include

process improvement and sustainability strategy (Mirchandani & Ikerd, 2008).

Damanpour underscored the significant role of research in the discovery of new

knowledge that could help organizations to modernize processes. There is a need for

theory development that could guide future studies in the field of management innovation

for improved organization performance (Damanpour, 2014).

Customer service has become increasingly dynamic and a challenge that is facing

all business enterprises including banks (Kaur et al., 2012). Knowing customer needs to

innovate and offer quality customer service are the leading competitive advantages banks

can use to maintain existing and attract new customers (Kaur et al., 2012). Metrics such

as assurance, empathy, consistency, receptiveness, and tangibles can reliably measure the

extent of customer satisfaction with the highest degree of meticulousness (Kaur et al.,

2012). Despite the importance of the concept, there is still a lack a standard measure and

definition of the terms customer service and service quality. Kaur et al. found that

consumer perceptions and expectations on the level of customer service and service
 39
quality were subjective. Customers rate banks very low on the receptiveness and

relatively high on other dimensions such as consistency, attractiveness including

accessibility. However, Kaur et al. did not consider the influence of social and

psychological aspects associated with customer service and service quality such as

cultural and religious affiliations.

Organizations’ ability to adapt new technology, availability of the quality human

resource and operational efficiency has a mediating effect on organizational performance

(Mahsud, Yukl, & Prussia, 2011). The purpose of the study was to explore the influence

of operational efficiency, human capital, and inventiveness on organizations’

sustainability and competitiveness. Business strategy, leadership effectiveness, flexible

leadership, human capital, and operational efficiency have a significant affect on

organization performance (Cherian, 2013). Organization performance is dependent upon

the human resource, operational efficiency, and innovation adaptation capability (Barney,

2001; Neanaber & Svensson, 2013). Understanding the influence of performance

constructs may help leaders to improve performance.

The Role of Strategic Leadership in Decision Making and Risk Management

Strategic leadership is a joint responsibility of the CEO and the top management

team (Harrison & Pelletier, 1997). The purpose of making strategic decisions is to

enhance the competitiveness and sustainability of the organization. Most CEO’s like to

exercise a discretionary leadership and to make strategic decisions without the

consultation and the involvement of the top management team. Though strategic

leadership is a shared responsibility between the CEO and senior management team, most
 40
CEO’s tend to exercise a dominant role in strategic decision-making (Olie et al., 2012).

There is a complex interaction between the CEO and top management team, the board of

directors and the CEO. However, Olie et al. (2012) did not relate a lack of a clear

mandate with the legality of the decisions of the top management team. They also did not

discuss the strategic leadership models that are appropriate for different types and sizes of

business organizations.

There is a significant relationship between job dissatisfaction, exit, and the

unsatisfactory organizational performance (Kaur, Sharma, & Kapoor, 2012). Leadership

strategies and job satisfaction could result in positive emotional experiences needed to

create employees’ well-being, organizational competitiveness, and performance (Patrick,

2013). IT organizations need to promote open feedback and efficient support systems

from peers and between the top management team and followers to improve

performance. Top management teams need the power that can help them towards the

enhancement of knowledge management capabilities (Barney, 2001). The prescriptive

and restrictive leadership strategies significantly influence the performance of IT based

organizations. Prescriptive leadership strategies promote behaviors that can help in

achieving organizational goals; on the contrary, restrictive leadership approach can

prohibit the achievement of the organizational performance. However, Patrick did not tie

the findings to any theoretical framework to help readers understand the role of

leadership theories in IT based organizations.

Decision-making encompasses the dynamic options that mostly depend on

decision makers’ mental framework (Abatecola & Mandarelli, 2013). There is a need for
 41
the public debate to discuss and understand how traits of the top management team could

influence the corporate decision-making process (Abatecola & Mandarelli, 2013). Top

management teams including the CEO have a significant influence on the organizations’

performance. Furthermore, CEO’s social networking emotional intelligence, and

decision-making ability have a major influence on organization performance (Eisenberg,

Johnson & Pieterson, 2015). There is still no agreement among scholars on the factors

that can influence strategic decision-making across firms and deliver the same results

across industries (Abatecola & Mandarelli, 2013). Due to the influence of the CEO’s

education qualification on quality decision-making and organization performance require

continuous learning.

The development of an integrated risk management system that provides

management with a comprehensive view of risks can enhance organizations’

competitiveness and performance (Suriadi et al., 2014). The top management team can

integrate business and risk management strategies to improve organization performance

(Suriadi et al., 2014). Risk management is a strategic management function and a primary

responsibility of the top management teams and the board of directors. Risk management

encompasses the entire process of development of risk governance framework,

implementation procedures, and monitoring to ensure appropriate protection to the

business (Bailey, 2015).

Business risk management starts with the development of processes for the

identification, measurement, and mitigation of the potential risks (Bailey, 2015). There

are numerous risks facing organizations ranging from the cyber security, third party,
 42
reputational, and geopolitical risks (Suriadi, et al., 2015). The ability of top management

teams to anticipate and respond to the risk events promptly is dependent upon the

availability of the right human resource, practices, and systems (Bailey, 2015). A robust

risk management framework can facilitate the reporting of risk information to

management and the board. Business organizations must assume certain risks to seize the

market opportunities, become competitive and sustainable (Suriadi, et al., 2015).

Consequently, top management teams must define the magnitude of their risk appetite to

guide employees in the day-to-day business operations.

The responsibility for ensuring that an organization has effective risk management

program rests with the board of directors (Bailey, 2015). However, the day-to-day

management of risks is the responsibility of every employee in the organization.

Therefore, employees must be encouraged to attend risk management training to enhance

their risk awareness skills. Top management teams can rely on risk management training

to enhance the level of employees’ awareness of risk management practices (Suriadi et

al., 2014).

Organizational Learning and Performance

Chung and Luo (2013) sought to understand the influence of leadership

succession in the context of social and financial performance. Chung and Luo argued that

CEO’s successors with good connections are likely to succeed in their new leadership

role. A successor may come from either inside or outside the organization. Internal and

external successors have both advantages and disadvantages. External successors are

likely to usher in a paradigm shift that is likely to enhance organizational performance.

 43
On the other hand, internal successors have the relevant experience of the organization

and the advantage of easy access to the existing networks. An internal successor is likely

to maintain harmony with the executive management team and is less likely to meet

resistance. Chung and Luo discussed a framework that they use to associate

organizational performance and change of leadership through internal or external

succession. The internal succession is prevalent and successful in family businesses and

is likely to enhance organization performance. On the other hand, external succession is

familiar and is successful in government and public corporations. However, Chung and

Luo did not discuss the role of academic and professional qualifications for a CEO’s

position.

Organizational learning is a continuous process that may take the time to embed

in the day-to-day organizational processes (Lengnick-Hall & Inocencio-Gray, 2013). It is

important to differentiate unplanned learning from planned organizational learning

programs that aim at developing a pool of intellect for organizations’ long-term

sustainability. However, failure to institutionalize organizational learning can have

devastating effects on the performance of the organization (Schweitzer, 2013).

Organizations’ competitive advantage could increase with a large pool of knowledgeable

employees (Lengnick-Hall & Inocencio-Gray, 2013). The institutionalization of strategic

renewal coupled with flexibility in the work process could influence the entire processes

and performance of the organization (Hopkins, Mallete & Hopkins, 2013). Unfortunately,

the organization learning frameworks are mainly applicable to large corporate. Therefore,

there is a need for a framework for the small and medium size enterprises.
 44
Organizational learning encompasses changes in behavior, cognition, and

alignment of learning efforts with the aim of achieving strategic initiatives (Walter,

Lechner, & Kellermanns, 2013). Organizational learning has a significant impact on the

strategic initiative and performance (Cheng, Chua, Moris, & Lee, 2012). Walter et al.

contended that top management use strategic initiative to improve organizational

capabilities to meet strategic performance targets. On the job training, group learning,

mentoring, and coaching have a significant influence on the process of organizational

learning. Group learning is an effective organizational learning element that goes beyond

other aspects of organizational learning (Walter et al., 2013). Walter et al. found that

investment in organizational learning including cognitive and behavioral learning and

have a significant effect on the strategic initiative. Unfortunately, they did not discuss the

influence of other Psychological aspects such as emotions on organizational learning and

the effect that the concept may have on the performance.

There is a relationship between knowledge management and leadership in

organizations with knowledge led processes (Merat & Bo, 2013). Knowledge

management includes handling of the individually bound characteristics that can

influence positive organizational performance. Access to knowledge in the knowledge-

intensive organizations was not available for interaction with the organization; instead,

access to knowledge is only available through direct interaction with the individual

knowledge-holders. The management of knowledge-holders in a knowledge-intensive

organization requires unique leadership approach and involvement of knowledge holders

in the decision-making and the top management teams (Merat & Bo, 2013). However,
 45
Merat and Bo did not discuss the influence of emotional intelligence on the performance

of the knowledge-intensive organization.

Leader and leadership developments are two distinct phenomena (Eva &

Sendjaya, 2013; McDermott, Kidney, & Flood, 2011). Personal knowledge and

experiential learning have a significant influence on personal leadership behavior.

However, Eva and Sendjaya (2011) did not discuss a standard framework that small,

medium and large organizations could use to develop leaders and leadership. Knowledge

of leader and leadership development may help to improve organization performance.

Strategic Leadership, Sustainability, and Organization Performance

The clarity of vision and mission statements is a strategic imperative that has a

significant influence on helping leaders to focus organizational performance (Hiller et al.,

2011). In the wake of dynamic innovations and attempts to catch up with growing

competition, most leaders have lost focus on the basics of business strategies (Leavy,

2013). The lack of unique strategic positioning could negatively affect the performance

of the organization. The performance of an organization rests on the unique value

proposition that an organization can offer to its customers. Leavy contended that

fundamentals that could influence performance to include the effectiveness of the CEO in

the role of guardian of mission and vision of the organization. Others include a sharp

focus on the core business and viability of the industry. Leaders help to position an

organization whereas strategy contributes to creating and maintaining differentiation,

competitiveness, and sustainability (Leavy, 2013). The function of leadership is

important for positioning an organization.

 46
There is a need to explore ways that leaders could use to develop enduring

business practices to ensure sustainable organization performance (Cook & Howitt,

2012). Cook and Howitt used three types of music to describe how leadership practices in

orchestra follow the conservative autocratic style where control and decision-making rest

on one person. They posited that conservative and autocratic leadership style is not

appropriate for a dynamic business environment. Modern and progressive organizations

require adaptive and flexible leadership models that can help leaders to lead in the

complex and uncertain environment. Leaders need to cultivate organization culture that

can allow talented employees to thrive.

The lack of flexible business practices and sustainability strategy is likely to

impair the ability of organizations to compete effectively (Lourenco, 2012; Mirchandani,

& Ikerd, 2008). Flexibility and sustainable business organizations could survive widening

global and dynamic competition and influence long-term organizations’ performance.

Organizations must develop and integrate flexible business operations with sustainability

strategies in their daily operations to achieve long-term survival (Makipere & Yip, 2008).

The ability of top management to strike a balance between sustainability and

profitability, supportive organization culture, management, and employees’

innovativeness could affect performance and competitiveness (Heracleous & Wirtz,

2014). Singapore Airlines’ ability to raise above inherent organization contradictions has

influenced competitiveness and sustainable performance of the airline locally and

internationally (Heracleous & Wirtz, 2014). Despite intense competition in the airline

industry, Singapore Airlines has overcome common challenges facing most airlines. The
 47
airline attributes its success to the implementation of the dual strategy of customer

service experience and innovation, multi-tasking employees and management,

standardization of services across the globe, and customer-centered innovation including

effective cost management.

Transition and Summary

In the foundation of the study section, I provided an overview of the background

of the problem in the context of applied business research. Strategic leadership is a vital

function in an organization in the creation of a vision and mission and competitive

advantages toward the sustainability of banking profitability. The primary objective of

the study was to explore the strategic leadership skills that senior bank officials and

members of the board need to enhance banking profitability. I incorporated literature

review to build the foundation of the study and to position my work within the context of

the intellectual genealogy on whose shoulders I stand. The qualitative and the case study

was the most appropriate design to explore the phenomenon of strategic leadership and

banking profitability.

In Section 2 of the study, I included a discussion of the important aspects of the

research such as the purpose statement though just in passing, the role of the researcher,

participants, research method, and design. Other sections included a discussion of the

population and sampling, ethical research, data collection instruments, techniques and

organization techniques including data analysis, reliability, and validity.

 48
Section 2: The Project

Strategic leadership refers to the ability of the top management team to develop a

vision and mission and to create sustainable competitiveness and value for the

organization (Carter & Greer, 2013). Strategic leadership extends to the entire scope of

the functions performed and the decisions made by individuals and a group of people at

the top of the organization (Sengul, 2012). During the study, I explored the role of

strategic leadership in banking profitability. Specifically, I sought to understand strategic

leadership skills that top bank leaders need to enhance banking profitability. In this

section, I discuss the purpose statement, the role of the researcher, participants, research

method, and design, including population and ethical considerations. I also discuss data

collection instruments and techniques, data analysis, reliability, and validity and conclude

with the transition and summary section. I used the modified van Kaam method to

analyze the information.

Purpose Statement

The purpose of this qualitative single case study was to explore the role of

strategic leadership skills in enhancing banking profitability. A case study is an in-depth

experiential inquiry that researchers use to explore modern phenomenon within the

context of real-life (Yin, 2014). Research participants were individuals who had

experienced the phenomenon, could play the role of coresearchers, and had a significant

influence on the outcome of the study. The interviews took place in the eastern part of

Tanzania.
 49
Findings from this study may improve the understanding of the dynamics of

banking profitability in the top management teams of medium and large size commercial

banks operating in Tanzania. Stakeholders and academia may benefit from an improved

understanding of the contribution strategic leadership has on banking profitability. Top

leaders in banks may use the recommendations to improve banking profitability and to

prevent and reverse similar strategic leadership failure and may improve the soundness of

the financial system in the country. The contribution to social change may include the

creation of employment and improvement of the life standard of the people of Tanzania.

Role of the Researcher

I was the primary data collection instrument, and I collected data through

personal, in-depth interviews. In qualitative research, the researcher is the main data

collection instrument (Duke, 2012). I used English to interview the participants. My prior

experience in conducting similar interviews helped during the interviews of senior

bankers and members of the board of directors. I head the Alternative Banking Channels

Department in a large commercial bank in Tanzania and have over 10 years experience in

the strategic leadership in banking profitability. Some of the senior bank officials were

colleagues, fellow certified public accountants, and members of the Tanzania Bankers

Association. I met a few in graduate school, and we all work and live in the city of Dar es

Salaam. However, I did not select the two senior bank officials personally known to me

to participate in the interviews, and I separated my role as a researcher from any previous

relationships I may have had with the selected participants. I used a semistructured

interview protocol to collect data from the participants to enhance the validity and
 50
reliability of the study. As a prelude to the interviews, I wrote an e-mail invitation to all

purposefully selected participants (Appendix E). During the interviews, I recorded all

conversations for onward transcription, interpretation, and analysis (Yin, 2014). A tape

recording of the interview also served as backup data. An interview protocol is a useful

guide to qualitative researchers in gathering in-depth information about a phenomenon

(Yin, 2014). I developed interview protocol, semistructured, and follow-up interview

questions for use during the interview (Appendix A).

To mitigate biases, I used purposeful selected senior bank officials and members

of the board with over 10 years of work experience in strategic leadership

responsibilities. The use of member checking helped to confirm and validate the

interviews by sharing the findings with the participants for verification. Member

checking is the process of sharing findings with the participants to confirm and validate

the interviews (Moustakas, 1994; Sargeant, 2012; Yin, 2014). I used the triangulation

technique by collecting data from multiple sources such as social media, company

websites, and annual reports to ensure data validity and minimize the influence of my

personal biases. Triangulation is the use of multiple data sources to test data for validity

(Dickson-Swift, James, Kippen, & Liamputtong, 2007). For every interview question, I

asked at least three follow-up questions to elicit more responses from the participants. I

made follow-up telephone calls to the participants to clarify my understanding of their

responses to ensure data reliability and validity. In a single case study design, researchers

can use social media, company websites, and annual reports (Cleary et al., 2014; Meyer,

2001; Yin, 2014).

 51
I requested that all the participants signed the informed consent form, treated

human subjects with utmost respect, and started data collection only after obtaining

approval from the IRB. Participants have the right to make an informed decision to

participate in the research (Bell & Bryman, 2007; Fleming, 2013; Petrova et al., 2014).

The Belmont Report established guidelines for research involving human subjects

(Department of Health, Education, and Welfare, 1979). In preparing the Belmont Report,

the commission members had three objectives, namely (a) to draw a boundary between

the function of medical practitioners from that of medical researchers, (b) to promulgate

the basic ethical principles that provided for the respect and special protection to the

human subjects with impaired autonomy, and (c) to protect the participants from any

potential risk and ensure fairness in the distribution of the benefits and allocation of the

burdens. The guidelines also articulate the participants’ right to informed consent before

deciding whether to participate (Department of Health, Education, and Welfare,1979).

Participants

The focus for the study was on the banking sector in Tanzania where the central

bank has licensed 54 commercial banks. The central bank of Tanzania classifies banks as

small, medium, or large, based on the size of deposits and loan portfolio, profitability,

and total assets. I selected one of the leading medium-sized banks in profitability as the

sample for my study.

How I selected the participants for the study was influenced by their level of

exposure to the work of strategic leadership and experience in banking profitability. The

criteria for purposeful selection of the participants are dependent on the skills and
 52
experience of the participants with a phenomenon (Cadman et al., 2014; Dickson-Swift et

al., 2007; Petrova et al., 2014). The possession of strategic leadership skills, training, and

orientation to the work of strategic leadership in banking profitability significantly

influenced the selection of the participants for the study. The participants were required

to possess 10 years of work experience in banking profitability and 3 years in the top

management team. In addition, a participant must have been either a senior bank official

or a member of the board of directors of the chosen bank.

To gain access to the organization and the participants, I wrote a letter to the CEO

of the chosen bank to request permission to conduct my study on the bank (Appendix D).

Before the commencement of the study, I requested the purposefully selected participants

to sign the consent forms to signify their acceptance to participate in the study. It is

imperative for the participants to understand the risks, including the right to participate

and withdraw at any time (DeFeo, 2013; Fleming, 2013; Petrova, Dewing, & Camilleri,

2014). A network of social and professional colleagues within the banking industry

helped to obtain the CEO's approval and confirmation of the appointments from the

selected participants. To obtain 12 participants, I sent letters to 10 purposefully selected

senior bank officials and to 10 purposefully selected board members.

Informing the participants of their right to participate or abstain anytime during

the study can significantly enhance the rapport between a researcher and the participants

(Cadman et al., 2014; Dickson-Swift et al., 2007; Petrova et al., 2014). In a bid to

establish a working relationship and win participants’ confidence, I showed them a copy
 53
of the letter of cooperation (Appendix B) to evidence the CEO’s approval to conduct the

study and invited all the participants for lunch after the initial introductory meeting.

Research Method and Design

The selection of a research method depends on the central research question and

appropriate data collection method (Heather et al., 2014; Moustakas, 1994; Yin, 2014). In

addition, the choice of research method depends on the researchers’ philosophical

perspectives and the phenomenon they seek to explore (DeLyser, & Sui, 2014;

Moustakas, 1994; Yin, 2014). Researchers with an interest in understanding the

experiences, meanings, and beliefs of the participants use the qualitative method. The

choice of an appropriate research design depends on the ontological, epistemological,

research questions and objectives (Aguirre, & Bolton, 2014; Moustakas, 1994; Yin,

2014). The case study design permeates the exploration of the real-life experiences of the

participants with the phenomenon (Leko, 2014; Moustakas, 1994; O’Reily & Parker,

2012).

Research Method

Particular research methods are more efficient in addressing certain research

questions than other methods (DeLyser, & Sui, 2014; Moustakas, 1994; Yin, 2014).

Researchers use the qualitative method to elicit more responses from the participants

(Dickson-Swift et al., 2007; Moustakas, 1994; Sargeant, 2012). The purpose of this

qualitative study was to explore the influence of strategic leadership on banking

profitability in Tanzania. I used a qualitative method to understand the experiences of top

management teams and board members with the phenomenon of banking profitability.
 54
Quantitative and mixed methods are not suitable for an exploratory study (Aguirre, &

Bolton, 2014; Leko, 2014; Moustakas, 1994). In a quantitative study, a researcher tests a

theory or theories using predetermined variables but cannot explore experiences of the

participants (Moustakas, 1994; O’Reily & Parker, 2012; Yin, 2014). Mixed methods are

suitable where researchers seek to enhance knowledge and credibility of the previous

findings (Moustakas, 1994; Venkatesh, Brown, & Bala, 2013; Yin, 2014). In other

instances, a mixed method may be required to provide complementarily and divergent

views on the phenomenon (Moustakas, 1994; Venkatesh et al., 2013, Yin, 2014). In

addition, mixed methods are time-consuming and not appropriate for a business study

that has no quantitative element. I used the qualitative method because it allows the

exploration of the participants’ experiences with the phenomenon.

Research Design

I used the single case study design to explore factors affecting the profitability of

banks by gathering information from senior bank officials and members of the board. The

choice of research design depends on the research method, research question,

researcher’s philosophical inclination, and time (Aguirre, & Bolton, 2014; DeLyser, &

Sui, 2014; Yin, 2014). Further exploration of the narrative, grounded theory,

phenomenology, and ethnographic designs confirmed their unsuitability.

A case study is an in-depth experiential inquiry that researchers use to explore

modern phenomenon within the context of real-life (Meyer, 2001; Venkatesh et al., 2013;

Yin, 2014). Qualitative researchers use the case study when the limits between the

phenomenon and perspectives are not apparent (Meyer, 2001; Venkatesh et al., 2013;
 55
Yin, 2014). Under the case study design, researchers conduct personal, in-depth

interviews using open-ended questions that begin with what, how, or why (Grosssoehme,

2014; Moustakas, 1994; Yin, 2014). Studies of a case or cases start with the

pronouncement of a theory to predict the outcome of a study and involve the collection of

data and analysis (Moustakas, 1994; Venkatesh et al., 2013; Yin, 2014).

The case study design involves a detailed assessment of a single case or multiple cases in

a single or group of organizations at one or different time intervals. Understanding senior

bank officials and members of the board experiences is an exploratory study that requires

the case design to understand better a case or cases.

The narrative approach is a design that is suitable for telling the stories of

individuals or an event (Aguirre, & Bolton, 2014; DeLyser, & Sui, 2014; Yin, 2014). The

narrative approach is not appropriate for an exploration of the participants’ experiences

and a time-bound business study. Grounded theory design involves proving the efficacy

of the existing theory or theories, including their development based on the field notes,

narrations, and explanations (Grossoehme, 2014; Moustakas, 1994; Yin, 2014).

Grounded theory design may take a long time to conduct. Hence, it is not suitable for

business and a time-bound exploratory study. Phenomenology approach is only useful in

the study of the participants’ experiences with the phenomenon and where little

information is available about a phenomenon. (Aguirre, & Bolton, 2014; DeLyser, & Sui,

2014; Yin, 2014). In the phenomenology design, researchers rely on interviews as the

only source of data collection (Moustakas, 1994; O’Reily & Parker, 2012; Sargeant,

2012). Hence, phenomenology design is not suitable for an in-depth exploration of senior
 56
bankers and board members’ that requires the case design. The ethnographic design is

suitable for a study of the culture of individuals or a group of participants over a

prolonged period (Grossoehme, 2014; Moustakas, 1994; Yin, 2014). Consequently, the

ethnographic approach is not appropriate for a business and time-bound exploratory

study.

I used the same open-ended questions throughout to conduct in-depth interviews

up to a saturation point. I conducted personal, in-depth interviews with 12 purposeful

selected senior bank officials and members of the board from the chosen bank with over

10 years of work experience and strategic leadership responsibilities. Data saturation is a

point where a researcher receives the same responses on the same questions from

different participants (Cleary et al., 2014; Moustakas, 1994; Sargeant, 2012). I asked the

same open-ended questions to a point of getting repetitive responses from different

participants. In the case study approach, data collection and analysis may take place

concurrently, and themes arise from the significant statements (Heather et al., 2014;

Lamb; 2013; Ritchie, 2003). A study of a case or cases requires multiple sources of data.

As a result, I used a case study design to explore the role of top management teams in

banking profitability.

Population and Sampling

Most top management teams with strategic leadership responsibilities in

Tanzanian banks work and live in Dar es Salaam. Therefore, the sample of senior bankers

earmarked for this study came from Dar es Salaam, the capital city of Tanzania. A few

days before the date of the interview, I made a presentation to the participants about the
 57
objectives of my study. I collected data from a purposefully selected 12 senior bank

officials including members of the board who have experience in banking profitability.

There are 54 registered commercial banks operating in Tanzania. The chosen bank has

over 30 employees; however, only a few employees from the top management team met

the selection criteria. Therefore, the sample size of six participants from the top

management team, six from the board of directors with experience in banking

profitability, and at least one board member with financial background was sufficient for

understanding a case.

Researchers can use either probabilistic or nonprobabilistic purposive sampling

methods to select the sample population (Barratt, Ferris, & Lenton, 2015; Tipton, 2013;

Sharp et al., 2012). In the probabilistic sampling, researchers use random selection

method to select the sample from a population with an equal opportunity of being

selected. The use of random selection method may not produce an appropriate sample for

understanding a case because the study only requires people with strategic leadership

responsibilities and experience in banking profitability.

The selection of research participants is the most sensitive exercise in the

qualitative study (Reybold, Lammert, & Stribling, 2012; Sargeant, 2012; Ritchie, 2003).

Researchers should consider the use of purposeful selection as the most efficient method

(Moustakas, 1994; Sargeant, 2012; Ritchie, 2003). I used a purposively selected sample

of 12 participants from a group of senior bank officials and members of the board of the

chosen bank. I conducted personal, in-depth interviews with 12 purposeful selected

senior bank officials and members of the board from the chosen bank who have over 10
 58
years of experience in banking profitability. Researchers should conduct interviews up to

a saturation point when they start getting the same responses from different participants

(Cleary et al., 2014; Moustakas, 1994; Sargeant, 2012). Increase or a reduction in the

sample size may jeopardize the credibility and validity of the outcome of the study. Data

saturation point is where a researcher gets similar responses on the same questions from

different respondents (Clearly, et al., 2014; Moustakas, 1994; Sargent, 2012). I asked the

same open-ended questions to a point of getting repetitive responses from different

participants. The interviews with senior bank officials and members of the board may

allow for the exploration of their experiences with the phenomenon and an understanding

of how limited strategic leadership might influence banking profitability.

Qualitative researchers use purposive sampling because they can concentrate on

the participants with the relevant knowledge and experience on the subject. Non-

probabilistic purposive sampling is more efficient than other techniques where the study

involves a small number of participants and require specific expertise (Barratt, Ferris., &

Lenton, 2015; Tipton, 2013; Sharp et al. 2012).

I conducted personal, in-depth interviews with 12 purposeful selected senior bank

officials and members of the board from the chosen bank with over 10 years of work

experience and strategic leadership responsibilities. Data saturation point is where a

researcher receives the same responses on the same questions from different participants

(Cleary et al., 2014; Moustakas, 1994; Sargeant, 2012). I asked the same open-ended

questions to a point of getting repetitive responses from different participants. The

interviews with senior bank officials and members of the board may allow for the
 59
exploration of their experiences with the phenomenon and an understanding of how

limited strategic leadership might influence banking profitability. I selected the

participants from top management team because of their experience in heading profit

centers in commercial banks and board of directors because of their experience in

strategic leadership or possession of strong financial background. Organizational leaders

who participated in the interviews are practicing top management responsibilities within

their respective business units and have strategic leadership responsibilities.

Ethical Research

Participants have the right to make an informed decision on their participation in a

research project (Bell & Bryman, 2007; Fleming, 2013; Petrova et al., 2014). I requested

the participants to sign the informed consent form bearing Walden University IRB

approval number. Details on the informed consent form include expiry date and contact

details of the University’s representative. To ensure compliance with the ethical

standards, I commenced data collection only after obtaining approval from the Walden

University Institutional Review Board (IRB). I read the ethics approval application form

to IRB, and can confirm that I understood the ethical requirements and treated human

participants with high respect throughout the study. I completed a web-based training

course on the protection of human research participants and awarded the certificate of

completion by the National Institute Of Health (NIH) No. 1354409 dated 01/18/2014

(Appendix C). Other contact details on the consent form included my name, landline, and

mobile telephone numbers. The consent form also included a brief description and

objective of the study, the purpose of the study, and the criteria used for the selection of
 60
the participants. There was space for researcher and participants’ signatures on the

consent form to authenticate an agreement to the terms and conditions. I provided a copy

of the signed consent form to participants for their record.

Throughout the study, I made myself available and accessible to the participants

to provide answers and clarifications to the questions they may have had on their

participation in the research project. I did not make any direct payment to the participants

other than payment for lunch, breakfast, or dinner when we met for an interview. I

informed the participants of their right to withdraw from the study anytime including the

right to their privacy by not responding to any question that they would not feel

comfortable answering. I discussed with the participants how I would mitigate adverse

events including what the study would and would not involve. The study did not involve

experimentation on human subjects. To mitigate the effect of data leakages, I will keep

data in a locked cabinet during the study and 5 years from that point forward. I will act

appropriately to prevent leakage of information including the willful and un-willful

destruction of data transcripts. I protected the participants’ identity to protect their

privacy and confidentiality. The use of special numerical codes such as P1 to represent

participant number one and P2 for participant number 2 up to P12 for the participant

number 12 helped to hide the identity.

Data Collection Instruments

I collected data using personal, in-depth interviews and open-ended questions to

elicit responses from the participants on their experiences with the phenomenon and was

the primary data collection instrument. During the interview, I explored the concept of
 61
the participants’ experiences with the phenomenon of the role of strategic leadership in

banking profitability. Researchers use personal, in-depth interviews and open-ended

questions to understand the essence of the phenomenon from the participants’ perspective

(Cleary et al., 2014; Petrova, 2014; Sargeant, 2012).

A qualitative researcher can use face-to-face interviews, focus groups,

observations, archival records, site visits and documents to collect data (Cleary et al.,

2014; Moustakas, 1994; Sargeant, 2012). Member checking is a feedback mechanism that

qualitative researchers use to improve the validity, accuracy and credibility of the study

(Anney, 2014; Seargent, 2012; Shenton, 2004). I shared the draft report with the

participants to confirm and validate the interviews. Hence, I used member checking to

ensure consistency, validity, and reliability of the study. Triangulation is a measure of the

consistency and credibility of the study that researchers use to compare multiple data

sources (Bjurulf et al., 2012; Petrova et al., 2014; Sargeant, 2012). Triangulation is a

confirmatory process that qualitative researchers use to validate the phenomenon (Anney

2014; Petrova, 2014; Shenton, 2004). The qualitative researchers can use either data,

investigator, theoretical or methodological triangulation techniques to enhance the

reliability and validity of research data (Anney 2014; Petrova, 2014; Shenton, 2004).

Researchers use data triangulation techniques to collect data through different sampling

techniques and investigator triangulation to collect and interpret data using several

researchers (Bjurulf et al., 2012; Petrova et al., 2014; Sargeant, 2012). In theoretical

triangulation, researchers use multiple theories to interpret data, and multiple data

collection methods in methodological triangulation technique (Bjurulf et al., 2012;

 62
Petrova et al., 2014; Sargeant, 2012). Methodological triangulation is the use of multiple

data sources to test data for validity (Campbell, Quincy, Osserman, & Pedersen, 2013;

Lee, 2014; MacPhail et al., 2015). I interviewed 12 participants at different time intervals

to obtain wide-ranging views on the same subject matter. In addition, I used annual

reports, internal letters, marketing materials, company website, and social media to

validate the correctness of data and interpretation.

Appendix A contains interview protocol. Follow-up telephone calls to the

participants helped to clarify my interpretation of their responses to ensure data

reliability. Researchers can use phone calls, annual reports, company websites, social

media and advertising materials to supplement in-depth interviews (Cleary et al., 2014;

Meyer, 2001; Shenton, 2004).

Data Collection Technique

Qualitative researchers can use open-ended questions and personal in-depth

interviews to elicit more responses from the participants (Cleary et al., 2014; Moustakas,

1994; Sargeant, 2012). The use of face-to-face interviews can contribute to the

assessment and understanding of the phenomenon of banking profitability. The selection

of 12 senior bankers including members of the board of directors as participants

depended on their roles. I developed an interview protocol (Appendix A) that used to

guide the discussion with the participants on the purpose of the study, their right of

consent to participate or not, to withdraw from the interviews anytime and to ask

questions during the interviews. Data saturation point is where a researcher receives the

same responses on the same questions from different participants (Cleary et al., 2014;
 63
Moustakas, 1994; Sargeant, 2012). I used similar interview questions to all the

participants to ensure saturation and consistency in the data collection.

I simultaneously used data collection instruments such as a tape recorder and

journal notes in the recording and backup of the recorded participants’ responses. Before

the commencement of the interviews, I sought permission from the participant to tape-

record the interview conversations. Dissemination of the objectives of the study and data

collection techniques such as open-ended interview questions and tape recording formed

part of my preliminary discussions with the participants. In the unlikely event, that one of

the participants declined to be tape-recorded, I would have used journal notes for writing

the conversations. In preparation for the actual personal, in-depth interviews, I conducted

a field test with the participants in their natural atmosphere in a bid to enhance the

reliability and validity of the study. A field test encompasses making the actual

observation and dialogue with the participants in the field before the actual study

(Clearly, et al., 2014; Moustakas, 1994; Yin, 2014).

A face-to-face interview is the qualitative data collection method with the highest

rate of response. Researchers can use visual aids to influence the collection of more

information (Barriball & While, 1994; Cleary et al., 2014; Moustakas, 1994). Face-to-

face interviews allow instantaneous and spontaneous answers to the interview questions

from the target participants (Cleary et al., 2014; Opdenakker, 2006; Sargeant, 2012).

Personal, in-depth interviews could provide researchers the flexibility to rephrase and ask

follow-up questions to elicit more responses from the participants (Cleary et al., 2014;
 64
Owen, 2014; Sargeant, 2012). The tape recording of interview conversations can help

researchers improve data integrity.

However, intervening events outside the control of the interviewees may

compromise research findings. Listening to, and answering interview questions

simultaneously may impair the quality of responses and findings (Moustakas, 1994;

Opdenakker, 2006; Yin, 2014). Researchers who do not use journal notes for recording

interview conversations may lack a backup record in the event of technical issues with

the recorded interview. Apparently, transcription of the tape-recorded interviews is time-

consuming, and interviews that involve long distance travel are costly to administer

(Moustakas, 1994; Opdenakker, 2006; Yin, 2014). However, findings from the face-to-

face interviews are not generalizable because of the involvement of a small number of

participants (Cleary et al., 2014; Moustakas, 1994; Sargeant, 2012). Therefore, face-to-

face interviews are prone to biases of the interviewer that may affect research findings.

Interview sessions commenced with a review of the purpose of the study and

confirmation of the participants’ consent. Personal, in-depth interviews and open-ended

questions are relatively easy to administer but may take several research hours to conduct

(Moustakas, 1994; Sargeant, 2012; Yin, 2014). A well-structured interview guide can

help researchers elicit more responses from the participants. An interview guide can help

researchers in creating a friendly and interactive environment with the participants

(Clearly et al., 2014; Doody & Norman, 2013, Yin, 2014). I coded the participants and

organizational identities and used confirmatory procedures such as member checking to

ensure the privacy, confidentiality, and validity. Member checking technique is used by
 65
the qualitative researchers to improve the correctness, reliability, legitimacy, and

transferability of the research (Moustakas, 1994; Sargeant, 2012; Yin, 2014). In the

qualitative study, member checking is a feedback mechanism by the respondents to the

researcher aiming at validating the report (Moustakas, 1994; Sargeant, 2012; Yin, 2014).

Follow-up telephone calls helped the participants to clarify my understanding to ensure

data reliability. I shared the draft report with the participants to confirm and validate the

interviews. I used member checking to ensure consistency, validity, and reliability of the

study.

Data Organization Techniques

I used a journal notes for writing key points and observations during the

interview. Furthermore, I recorded the date of interview, the names of the participants,

positions, and responsibilities. The use of journal notes contributed to a better

organization of data in computer files in date order, such as a subfolder of one day and

the main folder for the entire study. The use of Microsoft Word software helps in file

creation and NVivo software for storage and organization of data (Duke, 2012; Pollock et

al., 2011; Yin, 2014). Content analysis helps to group significant statements into a

maximum of 10 themes for use in the writing of the research findings (Darawsheh, 2014;

Moustakas, 2011; Yin, 2014). I secured information obtained during the interviews in

locked cabinets and will keep the same secured for 5 years before destruction per the

requirements of Walden University’s Institutional Review Board (IRB). Qualitative

researchers must develop an interview protocol for collecting similar types of data from

all the participants to create a sense of order (Doody & Norman, 2013; Moustakas, 1994;
 66
Yin, 2014). The use of a journal helped in capturing details such as names of the

participants, dates of the interview, interview questions, participants’ responses, and

general observations.

Data Analysis

Qualitative data analysis encompasses the collection, analysis, interpretation of

the meaning of data and reporting of findings (Cleary et al., 2014; Moustakas, 1994; Yin,

2014). I used the modified van Kaam approach to exploring the perspectives of the

participants with the phenomenon of the influence of strategic leadership in banking

profitability and NVivo software for data analysis. The use of modified van Kaam

approach helped in an in-depth understanding of the participants’ experiences. The

qualitative researchers can use the modified van Kaam approaches for data analysis such

as listing and preliminary grouping (Darawsheh, 2014; Doody & Norman, 2013;

Moustakas, 1994). Other approaches include reduction and elimination including

clustering and thematizing the invariant constituents. Other van Kaam approaches include

final identification of the invariant components and themes by application, construct for

each co-researcher, a unique textural description and construct for each co-researcher

including an individual textural description. Another van Kaam approach is the

generation of a textural, structural description of the meanings and essences of the

experience for each research participant.

During data analysis, I grouped the significant statements into larger units to form

themes for the onward writing of the participants’ experiences with the phenomenon of

banking profitability in the results section. Qualitative researchers must describe only the
 67
experiences of the participants with the phenomenon and avoid the influence of personal

biases (Lee, 2014; Moustakas, 1994; Petrova et al., 2014). Researchers can use computers

for data storage, data organization and ease of data retrieval and presentation of the

results. Researchers can also use computers as an efficient means of language processing

(Crowston, Allen, & Heckman, 2012; Lee, 2014; Petrova et al., 2014). The use of locked

cabinets will assist to secure data for the next 5 years, and access will be restricted to

authorized persons only. I will dispose of such data after 5 years in line with the

requirements of Walden University IRB.

In horizonalization data analysis, researchers count the frequencies of the data and

assign equal weight to the responses irrespective of their efficacy (Crowston et al., 2012;

Moustakas, 1994; Yin, 2014). Though the use of the term frequency may sound

quantitative, the number of times a response appears in the script accounts for

classification into dominant or fewer dominant statements. In the reduction and

elimination approach, researchers use data from the transcript to group the dominant

statements from fewer dominant statements (Meyer, 2001; Moustakas, 1994; Yin, 2014).

I kept the dominant and fewer dominant statements until the final identification of

invariants before discarding or regrouping the fewer dominant statements with the other

themes. Methodological triangulation is the use of multiple data sources to test data for

validity (Campbell, Quincy, Osserman, & Pedersen, 2013; Lee, 2014; MacPhail et al.,

2015). I interviewed 12 participants at different time intervals to obtain wide-ranging

views on the same subject matter. Furthermore, I used annual reports, internal letters,
 68
marketing materials, company website, and social media to validate the correctness of

data and interpretation.

Clustering of themes with the most occurrences assisted in the establishment of

the main themes. Grouping of significant statements involves the review of invariant

constituents (Crowston et al. 2012; Moustakas, 1994; Yin; 2011). I performed a second

review of the transcripts to group the invariants into themes and discard the invariant

constituents from the analysis. Qualitative researchers use multiple coding and

identification of the variant constituents to view data from multiple perspectives

(Sweeney et al., 2012; Moustakas, 1994; Yin, 2014). The use of construct for each co-

researcher’s textural and structural descriptions and construct of each research

participants’ textural and structural description helped in capturing in-depth experiences

of the participants. Construct for co-researchers’ and participants’ textural and structural

description is an essential element of the data analysis (Moustakas, 1994; Yin, 2014;

Sweeney et al., 2012).

The overarching research question must align to the outcome of the analysis of

transcripts by the NVivo software. Interview questions, codes, and the significant

statements must align to the research question (Dickson-Swift et al., 2007; Yin, 2014;

MacPhail et al., 2015). Qualitative data analysis encompasses the collection, analysis, and

interpretation of the meaning of data for themes or perspectives and reporting of findings

(Anney, 2014; Moustakas, 1994; Petrova, 2014). I conducted qualitative data analysis

concurrently with data gathering, interpretations, and report writing. A researcher can

analyze data from the interviews and write a few sections for onward incorporation in the
 69
final report in the middle of interviews (Anney, 2014; Moustakas, 1994; Shenton, 2004).

Researchers using the qualitative method and a case study design tend to lean towards

constructivist worldviews because of their education and work experience backgrounds

(Broom, 2005; Lamb, 2013; Moustakas, 1994). The target audiences for the findings are

the top management team, the board of directors of the chosen bank, and doctoral study

committee members, including the chair. Researchers write for readers that will accept

their research.

The conceptual framework of the study included common themes on the influence

of strategic leadership in banking profitability. The use of the RBV can help tie the study

together especially in describing the effect of the competitiveness and value creation

(Barney, 2001; Barney et al., 2001; Birger, 1995). Therefore, the most dominant themes

helped to confirm the influence of strategic leadership and RBV leadership theory on

banking profitability.

Reliability and Validity

I used multiple confirmatory procedures such as member checking and

triangulation to ensure consistency, validity, and reliability of the study. Reliability

encompasses measures to enhance the rigor and consistency in data collection, coding,

and analysis (Cleary et al., 2014; Hinds, Scandrett-Hibden, & McAulay, 1990; Sargeant,

2012). Reliability tests include corroborating evidence from different sources of data and

perspectives (Campbell et al., 2013; Lee, 2014; MacPhail et al., 2015). Qualitative

researchers use the validity checks to address internal and external threats to the data

analysis that may jeopardize the credibility of findings (Dickson-Swift et al., 2007; Lee,
 70
2014; Petrova et al., 2014). Qualitative researchers also use internal and external

validation methods to minimize potential threats to the validity of research findings.

Internal and external validity encompasses measures and strategies that researchers use to

enhance the accuracy of research findings (O’Reily & Parker, 2012; Petrova et al., 2014;

Moustakas, 1994).

Reliability

Reliability encompasses measures to enhance the rigor and consistency in data

collection, coding, and analysis (Cleary et al., 2014; Hinds, Scandrett-Hibden, &

McAulay, 1990; Sargeant, 2012). Reliability tests include corroborating evidence from

different sources of data and perspectives (Campbell et al., 2013; Lee, 2014; MacPhail et

al., 2015). Member checking is the process of enhancing the dependability of data by

sharing findings with the participants for verification (Cleary et al., 2014; Grossoehme,

2014; Petrova et al., 2014). Dependability is the extent of the consistency and the

likelihood of different researchers getting the same findings (Cleary et al., 2014;

Grossoehme, 2014; Petrova et al., 2014). I subjected research data to participants’

verification to correct misrepresentations, misinterpretations, and omissions if any to

ensure the credibility and thoroughness of the study. Credibility is the level of the rigor of

the study (Anney, 2014; Dickson-Swift et al., 2007; Machtmes et al., 2014).

Member checking technique is used by the qualitative researchers to improve the

correctness, reliability, legitimacy, and transferability of the research. Member checking

is the process of sharing the research findings with the participants to authenticate the

interviews (Dickson-Swift et al., 2007; Petrova et al., 2014; Sargeant, 2012). I shared the
 71
findings with all the participants for checking and confirmation. I selected a purposive

sample of 12 participants, asked the same interview questions for consistency of the

responses, and avoided leading questions. I subjected 12 participants who have strategic

leadership responsibilities to the same interview questions to a point of giving similar

responses ensure data saturation. Data saturation point is where a researcher receives

similar answers to the same questions from different participants (Cleary et al., 2014;

Moustakas, 1994; Sargeant, 2012). Ten participants might answer the same interview

questions up to a point of data saturation. I used the same interview protocol; asked the

same open-ended questions to the same 12 participants up to a point of getting repetitive

responses to ensure data saturation. To minimize my personal influences and biases on

the outcome of the study, I declared my biases to the readers of my report at the

beginning of the report of findings.

Validity

The purpose of validity checks is to address internal and external threats to the

data analysis that may jeopardize the credibility of findings (Dickson-Swift et al., 2007;

Lee, 2014; Petrova et al., 2014). Qualitative researchers use internal and external

validation methods to minimize potential threats to the validity of research findings.

Internal and external validity encompasses measures and strategies that researchers use to

enhance the accuracy of research findings (O’Reily & Parker, 2012; Petrova et al., 2014;

Moustakas, 1994). I used member checking and triangulation to confirm the validity and

credibility of the data by comparing findings from multiple sources. Methodological

triangulation is the use of multiple data sources to test data for validity (Campbell,
 72
Quincy, Osserman, & Pedersen, 2013; Lee, 2014; MacPhail et al., 2015). I interviewed

12 participants at different time intervals to obtain wide-ranging views on the same

subject matter. In addition, I used annual reports, internal letters, marketing materials,

company website, and social media to validate the correctness of data and interpretation.

Transferability is the degree of the applicability of findings in different

perspectives (Anney, 2014; Meyer, 2001; Shenton, 2004). Member checking is the

process of sharing the research findings with the participants to authenticate the

interviews (Dickson-Swift et al., 2007; Petrova et al., 2014; Sargeant, 2012). I shared the

draft report with the participants to confirm and validate the interviews. By sharing the

findings with the participants, I avoided adverse effects of researcher biases and ensured

confirmability. I encouraged the participants to report misrepresentation and suggest

changes for improvement of the report. Data saturation is a point where a researcher

receives similar answers on the same questions from different participants (Cleary et al.,

2014; Moustakas, 1994; Sargeant, 2012).The participants must answer similar interview

questions to ensure data saturation and consistency in the data collection (Cleary et al.,

2014; Sargeant, 2012; Yin, 2014). Ten participants might answer the same interview

questions up to a point of data saturation. I used the same interview protocol; asked the

same 8 open-ended questions to the same 12 participants up to a point of getting

repetitive responses to ensure data saturation. Confirmability is the extent of the

alignment between the findings as recorded by the researcher and reviewed by the

participants (Cleary et al., 2014; Grossoehme, 2014; Petrova et al., 2014). I used the same

interview questions for all participants to ensure consistency and validation strategies
 73
such as member checking, clarification of researcher biases, peer review, and

triangulation to demonstrate my understanding of the phenomenon. As a prelude to the

actual personal, in-depth interviews, I conducted a field test with the participants in their

natural atmosphere in a bid to enhance the reliability and validity of the study. Field test

encompasses making the actual observation and dialogue with the participants in the field

before the actual study (Clearly, et al., 2014; Moustakas, 1994; Yin, 2014).

Transition and Summary

The purpose of this qualitative single case study was to understand the

experiences of the participants practicing strategic leadership in banking profitability in

Dar es Salaam, Tanzania. In section 2, I included a discussion of the purpose of the study

and on my role as a researcher, including how to gain access to the organization and work

with the various participants. A discussion of the research method and design, the sample

population for the study and ethical considerations also formed part of this section. Other

elements that I discussed in section 2 include data collection instruments and,

organization techniques, reliability and validity strategies. In section 3, I included the

findings of the study and a discussion on how the results tie to the specific business

problem, research question, and purpose statement. The applicability of research findings

to the professional practice, the implication for social change, and recommendations for

action also formed part of the discussion.

 74
Section 3: Application to Professional Practice and Implications for Change

Introduction

The objective of this qualitative single case study was to explore the role of

strategic leadership skills in enhancing banking profitability. I interviewed 12

purposefully selected senior bank officials and members of the board of directors with

over 10 years of work experience and 3 years of strategic leadership responsibilities. I

used the central research question to guide the collection of research data. The central

research question was the following: What strategic leadership skills do senior bank

officials and members of the board need to enhance banking profitability?

Most organizations fail to attain profitability targets due to limited experience and

exposure to strategic leadership (Carter & Greer, 2013). The estimated failure rate of

leadership in meeting profitability targets is as high as 60% (Vugt & Ronay, 2014).

Strategic leadership training and skills development and possession of the unique

resources have a great influence on the performance of an organization. I collected data

from multiple sources such as face-to-face interviews, company websites, and annual

reports to ensure data validity and minimize the influence of my personal biases. I also

made follow-up calls to the participants to clarify some aspects of the interviews and

shared the draft report of findings with the participants before submission of the final

report to Walden University.

Findings from the study have shown that strategic leadership skills that senior

bank officials and members of the board need to enhance banking profitability include

the ability to create vision and mission statements, creativity, and innovativeness,
 75
planning, and monitoring the course for the attainment of the strategic objectives. Other

strategic leadership skills that senior bank officials and members of the board need

include effective communication, motivational, coaching, and mentoring and risk

management skills. Society may benefit from a profitable banking sector that might

support the employment creation and improvement in the livelihood of the communities.

The use of a journal notes and tape recording for recording interviews, NVivo 11

software for uploading and analyzing data contributed to the establishment of the

significant statements and themes. Participants were nicknamed P1, P2, and P3 up to P12

to hide identity and maintain confidentiality. Five themes emerged from 11 interview

questions including 130 significant statements.

Presentation of the Findings

The overarching research question used in this study was the following: What

strategic leadership skills do senior bank officials and members of the board need to

enhance banking profitability? I conducted personal, in-depth face-to-face interviews

with 12 purposeful selected senior bank officials and members of the board of the chosen

bank with over 10 years of work experience and 3 years of strategic leadership

responsibilities. I interviewed eight male and four female participants and used

information from the banks’ annual reports and websites, social media, and advertising

materials to supplement findings from in-depth interviews. To protect the participant’s

identity, I replaced the actual names with alphanumerical values such as P1, P2 to P12

and kept the key to the names in a locked cabinet. A review of the refereed journal

articles helped to tie together the overarching research question and the conceptual
 76
framework. I used the resource-based view conceptual framework to guide the framing of

interview questions.

Identification of Themes

After the transcription of tape-recorded interviews, I uploaded the transcripts of

11 interview questions and the responses including data from social media, company

websites, and annual reports into Nvivo 11 software. Five themes emerged from the

count of frequencies of the data by Nvivo 11 software, namely (a) strategic leadership

and organization performance, (b) strategic leadership and planning, (c) strategic

leadership and risk management, and (d) strategic leadership training and skills

development. Other themes included (e) strategic leadership and the unique resources. I

used five themes, and 130 significant statements from Nvivo 11 software to answer the

overarching research question about what strategic leadership skills senior bank officials

and members of the board need to enhance banking profitability.

Theme 1: Strategic leadership and organization performance. Strategic

leadership helps organizational leaders to formulate the ways that could help the

organization towards the achievement of business objectives. There are many leadership

skills, but effective communication is one of the most important strategic leadership

skills. A top management team with strategic leadership skills sets the direction and

evaluates the performance of the organization. The development of sustainability

strategy, creation, and effective communication of vision and mission statements are the

essential strategic leadership skills that senior bank officials and board of directors need

to enhance banking profitability. The use of external resource persons for in-house staff
 77
training, attachment of employees to other banks or system vendors, and job rotations are

strategic leadership skills that help to improve employees’ and banks’ performance. Bank

leaders can also enhance profitability through cost and risk management process.

Innovations, creativity, and sustainable growth are strategic leadership initiatives that

leaders can use to enhance performance. However, having the ability to develop the

vision is the most important strategic leadership skill.

The first interview question was as follows: What role does strategic leadership play in

your organization? The objective of this question was to assess if the participants

comprehended the concept of strategic leadership and the influence it has on the

performance of the bank. Nine out of 12 respondents (75%) demonstrated an

understanding of the concept of strategic leadership. The participants stated that the

central role of strategic leadership was the creation of vision and mission for the

organization. The remaining three participants (25%) did not understand the role of

strategic leadership in the bank (see Table 1).

Table 1

The Role of Strategic Leadership in Banking Profitability

Outcome P %

Understand the role of strategic leadership in banking

profitability 9 75
Do not understand the role of strategic leadership in banking 3 25
profitability
Note. P stands for number and % for the proportion of the participants.
 78
Theme 1 was in line with responses to Interview Question 5: How does the board

of directors’ influence the banks’ competitiveness and profitability? The aim of this

question was to establish if management understood the influence that the board of

directors has on the banks’ competitiveness and profitability. Eight participants (67%)

said the most significant influence the board of directors has on the banks’

competitiveness and profitability is in the creation of the vision and mission statements of

the bank, setting of the performance targets, sustainability strategy, and corporate

governance systems, including risk management framework. Other approaches that the

board can use to influence the banks’ competitiveness and profitability include

involvement of management in the decision-making process and developing organization

culture and values that cherish creativity and innovation. However, the remaining four

out of 12 participants (33%) demonstrated limited knowledge of the influence that the

board has in the banks’ competitiveness and profitability (see Table 2).

Table 2

The Influence of the Board in the Banks' Competitiveness and Profitability

Outcome P %

Have sufficient knowledge of the influence that the board has

on the banks’ competitiveness and profitability 8 67
Have limited knowledge of the influence that the board has on 4 33
the banks’ competitiveness and profitability
Theme 1 was also in line with responses to Question 7: How effective are these

strategic leadership initiatives, particularly in terms of increasing banking profitability?

The aim was to establish senior management awareness of the strategic leadership
 79
initiatives. Seven participants (58%) who responded to Question 7 said that strategic

initiatives such as the development of clear vision and mission statements, effective

communication skills, and risk management skills were effective in increasing banking

profitability. The same respondents also said that strategic leadership initiatives such as

strategic leadership development programs, creativity, and innovativeness, including

modern information technology, are effective in creating competitiveness and enhancing

banking profitability. However, five respondents (42%) demonstrated limited knowledge

of the effectiveness of strategic leadership initiatives (see Table 3).

Table 3

The Effectiveness of Strategic Leadership Initiatives in Banking Profitability

Outcome P %

Understand the effectiveness of strategic leadership initiatives, 7 58

particularly in terms of increasing banking profitability.
Do not understand the effectiveness of strategic leadership 5 42
initiatives, particularly in terms of increasing banking
profitability
In addition, Theme 1 was also in line with responses to Question 2: What strategic

leadership skills do you need to enhance banking profitability? Ten out of 12 participants

(83%) demonstrated awareness of the fundamental strategic leadership skills to enhance

banking profitability. The participants stated that strategic leadership skills that senior

bank officials and the board of directors need to enhance banking profitability included

effective communication skills, creativity and innovativeness, planning and monitoring,

and risk management skills. They also said that coaching, experience in banking, and
 80
motivation skills have a significant influence on banking profitability. Two out of 12

participants (17%) demonstrated little awareness of the fundamental strategic leadership

skills to enhance banking profitability (see Table 4).

Table 4

Strategic Leadership Skills Needed to Enhance Banking Profitability

Outcome P %

Have sufficient knowledge of strategic leadership skills needed

to enhance banking profitability 10 83
Have no sufficient knowledge of strategic leadership skills 2 17
needed to enhance banking profitability

Theme 2: Strategic leadership and planning. One of the essential strategic

leadership skills in an organization is strategic planning. Strategic leadership skills help

leaders to set short, medium, and long-term strategic plans for the bank including the

setting of vision and mission statements. Strategic leadership is all about establishing the

long-term view, sustainability, competitiveness, planning, and monitoring, including the

ability to influence others to achieve common goals. Some aspects of the strategic

planning include directing, motivating, and working towards the achievement of

performance targets. Moreover, succession planning helps senior managers to prepare

middle managers for senior leadership positions. Senior bank officials and the board of

directors use a management development program to promote middle managers to senior

leadership positions. Leaders must stay focused on the strategic plans and refrain from

digressing from the vision and mission of the organization. The ability to set plans for the
 81
organization is one of the vital leadership skills that leaders need to succeed. Quarterly

reviews of the strategic plans help the board of directors to focus management attention

and work as a team with management to improve growth of the company.

The board of directors is always there to support management toward the

implementation of the strategic plans. On a regular basis, the board receives a

comprehensive management report on the implementation of the annual plans;

management also indicates areas of focus in the subsequent year. The annual review of

strategic plans helps the board to understand challenges facing the organization and

strategic issues that they must incorporate into the subsequent strategic plan. The board

uses analysis of strength and weaknesses as a strategic planning tool that helps them to

guide senior bank officials to plan for future improvements. The board of directors plays

a significant role in the planning and monitoring of the implementation of strategic plan.

Hence, the board of directors must ensure that it is on top of the implementation of the

annual strategic plan.

Theme 2 was in line with the responses to Question 9: What is the role of the

board of directors in the banks’ strategic planning? Question 9 was specifically tailored

for members of the board of directors. Six out of six participants (100%) demonstrated

reasonable awareness of the role of the board of directors in strategic planning (see Table

5).
 82

Table 5

The Role of the Board of Directors in Strategic Planning

Outcome P %

Understand the role of the board of directors in strategic 6 100

Planning
Have little knowledge on the role of the board of directors 0 0
in strategic planning

Theme 2 was also in line with answers to Question 10: How does the board of

directors ensure the implementation of approved business strategy? Question 10 was

specific to members of the board of directors. The aim of this question was to establish

the effectiveness of the board of directors in monitoring the implementation of the

approved business strategy. Six out of six participants (100%) demonstrated reasonable

awareness of the effectiveness of the board of directors in the implementation of

approved business strategy (see Table 6).

Table 6

The Role of the Board of Directors in the Implementation of Strategy

Outcome P %

Have reasonable awareness of the effectiveness of the board 6 100

in the implementation of approved strategy
Have a little awareness of the effectiveness of the board in 0 0
the implementation of approved strategy
 83
Theme 3: Strategic leadership and risk management. Senior bank officials and

board of directors manage business risks by setting acceptable risk parameters for the

bank and identify sectors in which they can or cannot do business. The board has

established internal audit and risk management departments in the bank to ensure

effective risk management. There is the risk management committee of the board that

meets quarterly to evaluate actual risks against approved risk targets. Management of the

bank sets risk and profitability targets concurrently and use risk management framework

to ensure that the organization is within the approved risk parameters. The ability to

identify and measure business risks helps senior bank officials in mitigating the impact of

potential risks to the business and enhances the chances of making profits.

Top leaders of banks need risk management skills to evaluate potential risks in

banking business to enhance profitability. Leaders can manage operational costs and

lending risks through Management Information System (MIS). More than 50% of bank

risks are in the lending business. Hence, mismanagement of lending business may

significantly jeopardize the profitability of an organization. Senior bank officials and

board of directors are always on the lookout for new risks in all areas of the business to

minimize risks and increase profitability. The board of directors helps management in the

development of enterprise-wide risk management framework and in the setting of the risk

parameters, which management must observe at all times.

Theme 3 was in line with the responses to interview Questions 6 and 8 how does

your organization increase profitability without increasing risks substantially, and what is

the role of the board of directors in creating sound governance practices for the bank?
 84
Seven participants (58%) who responded to Question 6 said the board has developed a

risk management framework to manage systemic and non-systemic risks. The remaining

five respondents out of 12 (42%) had little knowledge of the risk management practices

in the bank and the contribution of risk management to banking profitability (Table 7).

Table 7

Increasing Profitability Without Increasing Risks

Outcome P %

Understand how to increase profitability without increasing 7 58

risks
Have limited understanding of how to increase profitability 5 42
without increasing risks
Equally, in responding to Question 8 what is the role of the board of directors in

creating sound governance practices for the bank? The objective was to establish if the

board of directors understands the concept and the importance of corporate governance.

Question 8 was specifically tailored for the board of directors. Six out of six participants

(100%) said the bank has corporate governance policy including boards’ governance and

human resource committee that works to ensure adherence to best governance and human

resource practices for sustainability of the bank (Table 8).

 85
Table 8

The Role of the Board of Directors in Creating Sound Governance Practices

Outcome P %

Have reasonable understanding of the role of the board of 6 100

directors in creating sound corporate governance practices
Have limited understanding of the role of the board of 0 0%
directors in creating sound corporate governance practices

Theme 4: Strategic leadership training and skills development. The bank has

developed in-house training and attachment programs to other banks in the country for its

key staff to learn leadership skills and exposure to the best industry practices. Strategic

leadership training and skills development can take different forms, such as attachment of

employees to other banks or vendors, inviting resource persons from outside to train on

specific strategic leadership skills. Other types of training include job rotation to different

departments of the bank to improve their abilities.

The bank has developed an internal training program for all levels of staff such as

leadership development programs for junior, middle and senior management. They also

have mentorship programs at all levels to facilitate succession planning in the

organization. Most of the time employees undergo in-house training, and occasionally

they attach them to other leading banks to learn best practices. Strategic leadership skills

development take two forms namely; externally organized leadership development

programs and on the job training and mentorship. The bank has internally organized
 86
short, medium, and long-term leadership development programs that cut across the entire

organization.

Theme 4 was in line with the responses to interview Question 4 that was how do

you plan for the strategic leadership training and skills development in your organization?

The purpose of this question was to assess the effectiveness of leadership training and

development programs within the bank. Eight participants (67%) responded that the bank

has a talent management and development program to ensure the availability of different

skills and capabilities in employees. According to the participants, the bank has

established leadership development programs such as in-house leadership development

training; other training programs include attachments of key staff to other banks.

Furthermore, the bank has succession planning, job rotation, executive coaching and

mentorship programs that have helped to ensure competitiveness and business continuity.

However, four participants out of 12 (33%) demonstrated little knowledge of strategic

leadership training and skills development in the organization (Table 9).

Table 9

Planning for Strategic Leadership Training and Skills Development

Outcome P %

Have adequate knowledge in planning for strategic leadership 8 67

training and skills development
Have little knowledge in planning for strategic leadership 4 33
training and skills development
 87
Theme 5: Strategic leadership and the unique resources. Reliable technology

and experienced staff are one of the unique resources at the bank. The bank has the right

human resource that can interpret the vision and mission statements and make it

competitive in the market. Other unique resources include experienced senior bank

officials and board of directors who have been in the banking industry for a long time.

The bank has a large pool of professional and well-trained staff that the board believes

can take the bank to the next level. Other unique resources are the customer-centric

culture; tailor made products, services, and customer service skills.

Theme 5 was in line with interview Question 3 what are the unique resources that

make your organization competitive? Seven out of 12 participants (58%) stated that the

unique resources comprise of the superior information technology, experienced

workforce, and customer service including products and services that were difficult to

copy by competitors. Though the respondents did not mention the RBV conceptual

framework, they supported their arguments using the concepts of RBV conceptual

framework. Five respondents (42%) demonstrated little understanding of the unique

resources that make their organization competitive (Table 10).

 88
Table 10
The Influence of Unique Resources in Creating Competitiveness

Outcome P %

Have adequate understanding of the influence of the unique

resources on the banks’ competitiveness 7 58
Have little understanding of the influence of the unique 5 42
resources on the banks’ competitiveness

How Findings Confirm Knowledge in the Discipline

Tawadros (2015) contended that organizational leaders can use mentoring, job

rotation, coaching, and the creation of a learning environment to develop strategic

leadership skills. Development of leadership skills plays a significant role in the creation

of the organizational competitiveness and performance improvement (Edwards et al.,

2013). A close link exists between the larger body of literature and research findings on

the importance of leadership skills development and organization performance. An

organization’s competitive advantage comes from the resources that are specific to the

organization and difficult to imitate (Costa et al., 2013). There also is a close link

between the larger body of literature and research findings on the role of unique resources

in making an organization competitive. Possession of the unique resources can enhance

organization performance. Barney (2001) found that competitiveness of an organization

is an outcome of several unique and inimitable resources (Barney, 2001). There is a

positive relationship between the RBV theory, strategic leadership, and organization

profitability (Barney et al., 2001).

 89
The literature on strategic leadership and organization performance. There is

a close link between the literature and findings of the study of strategic leadership.

Strategic leadership extends to the entire scope of the functions performed and the

decisions made by individuals or a group of people at the top of the organization (Carter

& Greer, 2013). The role of strategic leadership is to focus management efforts toward

the achievement of organization goals. The role of strategic leadership in the creation of

enabling organizational values and culture is essential to the success of the organization

(Mauri & Romero, 2013).

Findings confirm that the responsibility for profitability lies with senior officials

and board of directors. It is the responsibility of the board and top management team to

develop strategic and operational plans to ensure that costs incurred in generating revenue

does not exceed the income (Cavelaars & Passenier, 2012). Interviewees repeatedly

stated that creation and communication of the vision and mission statements,

development of sustainability strategy, creativity, innovation and risk management were

the main strategic leadership responsibilities.

Strategic initiatives have a major role in supporting the achievement of mission

and vision of the organization (Phan & Wright, 2016). Dissemination of company vision

and mission statements has a significant influence on the enhancement of organization

performance (Phan & Wright, 2016).

The literature on strategic leadership and planning. There is a close link

between the literature and findings of the study on strategic planning. Strategic planning

is one of the essential strategic leadership skills that encompass setting of the short,
 90
medium and long-term goals for the organization. Findings of the study show that the

role of strategic planning is to create the vision, organization values, competitiveness, and

profitability. Palsner (2014) contended that organizations must integrate innovation,

creativity, and marketing in the strategic planning to sustain competitiveness. The ability

to set plans for the organization is one of the vital leadership skills that leaders need to

succeed. An effective strategy could help the organization to become competitive in their

respective markets (Barney, 2001). Carter and Greer (2013) argued that leaders should be

strategic planners who set the course for attaining the goals towards which they are

leading followers.

Findings of the research also show that the annual review of strategic plans helps

the board of directors to understand challenges facing management and significant issues

that they must incorporate in subsequent strategic plans. Barney (2001) contended that a

strategy helps in explaining the ways and means that the leaders can use to exploit current

and future potential of its resources. Organizational leaders use business strategy to

resolve present and future business challenges (Narayanan & Zane, 2009). In addition,

mentoring, job rotation, attachments, and succession planning help senior managers to

prepare middle managers for the leading leadership positions. Andressen et al. (2012)

contended that a potential future leader is willing and able to learn from experience, is

ambitious and self-driven. Gentry et al. (2013) argued that different approaches exist for

the development of strategic leadership skills including formal learning and self-initiated

courses. Other methods for developing strategic leadership skills include seminars and

executive leadership development programs (Gentry et al., 2013).

 91
Planning and effective communication are important roles of strategic leadership

in extreme situations that have a significant influence on employees’ and organization

performance (Geier, 2016). Top leaders use strategic planning as a total quality

management tool to enhance the quality of products, services and organization

performance (Suarez, Calvo-Mora & Roldan, 2016).

The literature on strategic leadership and risk management. There exists a

close link between the larger body of literature and research findings on strategic

leadership and risk management. Respondents confirmed that risk management is a

strategic leadership function that senior bank officials and board of directors may use to

identify, measure, and mitigate risks to prevent organization failures and enhance

banking profitability. Suriadi et al. (2014) argued that the development of an integrated

risk management system that provides management with a comprehensive view of risks

could enhance organizations’ competitiveness and performance.

The board of directors has the overall responsibility for risk management and

helping senior bank officials to develop risk management tools. However, the senior bank

officials are responsible for the day-to-day management of business risks. Bailey (2015)

argued that the responsibility for ensuring that an organization has effective risk

management program rests with the board of directors. The bank has short, medium and

long-term management development programs such as staff attachments, job rotation,

mentorship and succession planning that help employees to understand the best risk

management practices. Top management teams can rely on risk management training to

enhance the level of employees’ awareness of risk management practices (Suriadi et al.,
 92
2014). The board of directors approves risk parameters beyond which management

should not allow certain risks to exceed. Suriadi, et al. found that business organizations

must assume certain risks to seize the market opportunities, to become competitive and

sustainable.

Top leaders can better understand risk management by learning risk management

practices, discourses, and strategies to identify measure and mitigate risks (Hardy &

Maguire, 2016). Top leaders can manage risk prospectively, retrospectively or in real-

time, hence in certain instances, organizations may decide to avoid, accept or learn from

past risk incidents (Hardy & Maguire, 2016). Leaders may use risk management

framework to reduce losses and enhance organization performance (Hardy & Maguire,

2016).

The literature on strategic leadership training and skills development.

Development of leadership skills plays a significant role in the creation of the

organizational competitiveness and performance improvement (Edwards et al., 2013).

Leaders need to develop strategic leadership skills so they can think and act strategically,

and navigate through the unfamiliar business environment (Edwards et al., 2013).

Different approaches exist for the development of strategic leadership skills including

formal learning and self-initiated courses (Gentry, Eckert, Munusamy, Stawiski &

Martin, 2013). Learning is an important element of the strategic leadership development.

Other approaches include seminars and executive leadership development programs

(Gentry et al., 2013). Strategic leaders possess effective communication, emotional and
 93
social intelligence skills, including trust and the capacity to synchronize the business and

stakeholders’ objectives (Edwards et al., 2013).

In the wake of increasing workplace complexities and demand for innovative

solutions, there is a need for sustainable leadership training and development programs to

improve the leader and organization performance (Seidle, Fernandez & Perry, 2016).

There are numerous public and private sector leadership development programs aimed at

the development of organizational leaders’ ability to improve organization performance

(Seidle et al., 2016). Findings show that leadership development programs have a

significant influence on the organization performance (Seidle et al., 2016).

The literature on strategic leadership and the unique resources. Birger (1995)

stated that an organization is a collection of the unique resources to create competitive

advantage. Spanos and Lioukas (2001) contended that both organizational specific

resources and competencies, including, industry conditions play a significant role in

influencing the performance of an organization. In Porter’s competitive strategy

framework, performance is a return to the organizations’ specific resources and

capabilities, and industry conditions, which are outside the control of the organization. In

Birger’s RBV framework, performance is a return to the inimitable resources and

competencies within the control of the organization (Barney, 2001). Spanos and Lioukas

argued that the performance of an organization was somewhat independent of the

management decisions and conditions of the industry.

Possession of the unique resources, innovation of products and services play a

significant role in enhancing performance and creating competitive advantage (Massis,

 94
Frattini, Kotlar., Petruzzelli & Wright, 2016). An organization must possess the

appropriate depth of internal knowledge and skills to enhance homegrown innovations

(Massis et al., 2016). Innovation from multiple geographical locations could compliment

local innovation initiatives (Massis et al., 2016).

Findings and Conceptual Framework

Senior bank officials and board of directors can use the RBV conceptual

framework to optimize resource utilization, innovate, and develop sustainable business

strategies. The resource-based view (RBV) is an important element of strategic

leadership, organizational competitiveness, sustainability, and performance that help top

leaders to optimize internal resources (Barney, 2001). Results of the study also show that

other unique resources include experienced leaders who have been in the banking

industry for a long time including professional and well-trained staff who can take the

bank to the next level.

Findings of the study show that the bank has a unique customer service

philosophy and quality products targeting its niche market. A firm can acquire

competitive advantage through innovation (Barney et al., 2001). Birger invented the RBV

theory in 1984. Birger (1995) contended that the theory has a significant influence on the

long-term performance of an organization and competitiveness. Findings of the research

also show that reliable technology, human resource and, experienced bankers are some of

the unique resources of banks. The top management uses changing customer needs and

technology to position their products (Akdag & Zinedin, 2011). The ability to implement
 95
new technology, trained and experienced human resource has a positive influence on the

performance of the organization (Mahsud, Yukl, & Prussia, 2011).

Application to Professional Practice

The findings from this qualitative single case study show that strategic leadership

is the role of top management teams and plays a significant role in banking profitability.

Strategic leadership skills development is an essential element in the establishment of

organizational competitiveness. The ability to envision the future of the organization,

effective communication of the vision including strategic initiatives and the creation of

enabling organizational values and culture require strategic leadership skills. Leaders can

enhance strategic leadership skills through formal and informal learning such as attending

executive leadership development programs, on the job training, coaching and mentoring.

The interviewees recommended that individuals with strategic leadership

responsibilities should attend strategic leadership training to enhance the quality of their

decision-making. Members of the board can improve strategic leadership development by

sponsoring top management teams to executive leadership development programs. The

results of the study may help top management teams to develop strategic leadership

practices by future leaders with strategic leadership responsibilities and contribute to

positive social change.

The findings also show that successful senior bankers and members of the board

with the responsibility of strategic leadership have long experience, close interaction, and

high-level job satisfaction. A large number of experienced staff including the internal and

external chain of knowledgebase has a significant influence in creating organizational

 96
competitiveness. Banks can supplement positioning strategy with appropriate technology,

knowledgeable employees, and operational efficiency to enhance performance.

Implications for Social Change

Despite wide-ranging literature and theories of leadership that recommend best

leadership practices and principles, there is still no agreement on what constitute

leadership (Bhattacharyya & Jha, 2013). Fortunately, in spite of the lack of a standard

definition of the term leadership, many people are increasingly developing an interest in

leadership rather than management (Allio, 2013). Allio argued that leadership scholars

and practitioners are yet to agree on what leadership is and what practices do or do not

represent leadership. However, leader and leadership developments are two distinct

phenomena that complement each other (Eva & Sendjaya, 2013).

The outcome of this study shows that strategic leadership is a topical subject that

is fast gaining importance among leadership scholars and practitioners. Findings also

show that the concept of strategic leadership extends beyond the setting of vision and

mission statements for organizations and encompasses all leadership attributes that can

enhance organization performance such as innovation, creativity, sustainability and

competitiveness of the organizations.

Palsner (2014) argued that organizations must integrate innovation, creativity, and

sustainability in the strategic planning to create and sustain competitiveness. The central

role of strategic leadership is to determine and synchronize the internal and external

market opportunities and organizational capabilities to enhance performance

(Abdelgawad et al., 2013). Organizational performance is the primary concern of the top
 97
executives. Consequently, the central focus of leadership is in the development of task

and people management skills (Mastrangelo, et al., 2014).

The results of this study may help senior bank officials and members of the board

to develop effective strategic leadership practices, enhance performance and reduce the

number of bank failures in the economy. The results of the study may contribute to

positive social change because the tax payments by profit making banks may support

governments in the provision of social services such as healthcare, education, water and

sanitation and may generate employment and improvement in the livelihood of the

society.

Recommendations for Action

The study of strategic leadership extends to the entire range of the functions

performed and the decisions made by people or a group of individuals at the top of the

organization such as senior management team and the board of directors. Mauri and

Romeo (2013) contended that the role of strategic leadership in the creation of enabling

organizational values is vital to the success of the organization. Leaders and leadership

have a direct impact organization performance (Hiller et al., 2011). Findings from the

study showed that strategic leadership skills that senior bank officials and members of the

board need to enhance banking profitability include the ability to create vision and

mission statements, creativity, and innovativeness, planning, and monitoring the course

for the attainment of the strategic objectives. Other strategic leadership skills include

effective communication, motivational, coaching, and mentoring and risk management

skills.
 98
Given the findings, I recommend that leadership scholars should incorporate the

identified elements of strategic leadership skills in the school curricula to enhance

leadership skills development. Strategic leadership practitioners should integrate the

identified elements of strategic leadership skills in the short, medium and long-term

strategic leadership development programs of their respective organizations.

The development of strategic leadership skills may significantly improve

organizational learning, strategic decision-making, and performance (Carmeli et al.,

2011). Strategic leadership skills can influence the effectiveness of top management

teams and profitability of the organization (Zhang et al., 2013). The purpose of this report

is to help individuals with strategic leadership responsibilities to develop strategic

leadership skills to enhance banking profitability. I will use multiple communication

methods to communicate the findings such as presentations at the workshops and

seminars organized by Tanzania Institute of Directors, Tanzania Bankers Association,

and other management forums. Furthermore, I will publish this dissertation on ProQuest

and in peer-reviewed journals to communicate findings of the study.

Recommendation for Further Research

The purpose of the study was to explore the role of strategic leadership in banking

profitability. Strategic leadership has become a contemporary subject that is attracting

people in and outside the field of leadership (Carroll & Nicholson, 2014; Ghosh et al.,

2013). Strategic leadership training and development play a significant role in the

creation of organizations’ competitiveness, profitability, and sustainability. Multiple

theories and literature of strategic leadership suggest the best leadership practices and
 99
principles. However, there is still no consensus on what is strategic leadership

(Bhattacharyya & Jha, 2013). Innumerable controversies are surrounding the definition of

the term strategic leadership including its application (Allio, 2013). Despite the

importance of strategic leadership, leadership scholars and practitioners have not

approved a standard definition of strategic leadership (Allio, 2013). Many people are

increasingly developing an interest in strategic leadership rather than management in

spite of the lack of a standard definition of the term leadership.

The reason most organizations fail to achieve profitability targets is due to a

limited experience and exposure to strategic leadership (Carter & Greer, 2013). Some top

leaders in banks embark on the work of strategic leadership without training and

orientation to the work of strategic leadership. Specifically, some senior officials in banks

lack the vital leadership skills to enhance banking profitability. I used the qualitative

single case study strategy to explore the role of strategic leadership in banking

profitability. Findings from similar research in the past are congruent with the outcome of

this study. I conducted the study at a medium size commercial bank in the eastern part of

Tanzania. The bank resembles other licensed medium size commercial banks operating in

the banking industry. In the light of the analysis, I recommend for further research on

how banks can leverage information technology to increase profitability and the role of

strategic leadership in knowledge base organizations. I also recommend for further

research on how banks can incorporate sustainability and business strategy to improve

performance, and how a top management team can use Enterprise Risk Management

(ERM) to enhance innovation and creativity in banks.

 100
Future researchers should consider inclusion of leaders with a strong background

in finance for studies involving banks and restrict the selection of the participants to those

working and living in the local communities. A few responses to the in-depth interviews

lacked substance and failed to address the role of strategic leadership in banking

profitability. Researchers should use mixed method to permeate the generalization of the

results to a larger population to address the weaknesses of the single case study design in

which researchers are unable to generalize results of the study to a larger population.

Reflections

The doctoral research has been a great journey and a significant step on my

strategic leadership career development that has shaped my philosophical worldview.

Through this study, I have realized that the top management teams play a significant role

in shaping the organizations’ competitiveness, profitability, and sustainability. I have also

realized the important role of resources that are unique to an organization in improving

and sustaining performance of the organization.

During the study, I assumed low profile so I could elicit more responses from the

participants. The approach worked very well because I did not allow my knowledge of

the strategic leadership to interfere with the views of the interviewees. The doctoral study

has broadened my ability to think, reason, and to act strategically and heightened my

motivation to lead. I have also learned that a strategic leadership skill is necessary at all

levels of the organization. Hence, it is imperative that strategic leadership development

programs cuts across all levels of employees with management responsibilities. DBA
 101
study is a practical based training where students practice all new knowledge that they

come across.

Balancing the demands of time for work, studies and family were a big challenge.

To succeed in the doctoral study, I had to sacrifice certain relationships including those of

the family. Since I joined the DBA program, I have witnessed improvements in my

performance and that of my organization. I now feel a sense of responsibility and the duty

to contribute towards the social development and the well-being of my community than

before I joined the DBA program. My take away from the DBA study is that a highly

effective leader is inspiring and committed to the personal development of followers and

organization performance.

Conclusion

The objective of this study was to explore the role of strategic leadership in

banking profitability. I used the qualitative single case study to understand the

phenomenon. Strategic leadership has emerged to be an essential element of the

organizations’ profitability, competitiveness, and sustainability. The ability of the senior

bank officials and board of directors to envision and direct the actions of the organization

have a significant influence on the competitiveness of an organization (Carter & Greer,

2013). Most organizations fail to achieve the desired profitability due to a limited

experience and exposure to strategic leadership. The findings of the study show that the

top management teams can use resource RBV conceptual framework to enhance

organizations’ performance. The efficient use of the internal resources has a positive
 102
influence on the organizations’ competitiveness, profitability, and sustainability (Barney,

2001).

I developed interview questions to elicit responses from the participants on their

experiences in banking profitability. The participants were purposefully selected from the

senior bank officials and board of directors with the responsibility of strategic leadership

and banking profitability. Out of 12 participants’ who responded to the interview

questions, 10 demonstrated the expected level of experience and exposure to the work of

strategic leadership. I coded the manuscripts of the participants’ responses to the

interview questions including data from social media, company websites, and annual

reports and used Nvivo software to analyze the data. During the analysis, I grouped the

significant statements together and established five themes that did provide insight into

the strategic leadership skills that senior bank officials and members of the board of

directors need to enhance banking profitability.

The overarching research question was as follows: What strategic leadership skills

do senior bank officials, and members of the board of directors need to improve banking

profitability? The outcome of the study as summarized by five themes has provided

adequate answers to the problem. It is important that stakeholders understand the

influence that strategic leadership skills has on the performance of the organizations

(Hino & Aoki, 2012).

 103
References

Abatecola, G., & Mandareli, G. (2013). The personality factor: How top management

teams make decisions, a literature review. Journal of Management &

Governance, 17, 1073-1100. doi:10.1007/s10997-011-9189-y

Abdelgawad, S. G., Zahra, S. A., Svejenova, S., & Sapienza, H. (2013). Strategic

leadership and entrepreneurial capability for game change. Journal of Leadership

and Organizational Studies, 20, 394-407. doi:10.1177/1548051813475484

Abudho-Riwo, M., Njanja, L., & Ochieng, T. (2012). The role of strategic leadership

during change. KCA University Journal of Business Management, 4, 48-61.

Retrieved from www.kcajournals.com

Aguirre, R. T. P., & Bolton, K. W. (2014). Qualitative interpretive meta-synthesis in

social work research: Uncharted territory. Journal of Social Work, 14, 279-294.

doi:10.1177/1468017313476797

Akdag, H. C., & Zinedin, M. (2011). Strategic positioning and quality determinants in

banking service. Total Quality Management Journal, 23, 446-457.

doi:10.1108/175427311111139518

Allio, R. J. (2013). Leaders and leadership--Many theories but what advice is reliable?

Strategy & Leadership, 4, 4-14. doi:10.1106/10878571311290016

Andressen, P., Konradt, U., & Neck, C. P. (2012). The relation between self-leadership

and transformational leadership: Competing models and the moderating role of

virtuality. Journal of Leadership & Organizational Studies, 19, 68-82.

doi:10.1177/1548051811425047
 104
Anney, V. C. (2014). Ensuring the quality of the findings of qualitative research: Looking

at trustworthiness criteria. Journal of Emerging Trends in Educational Research

Policy Studies, 5, 272-281. http://jeteraps.scholarlinkresearch.com/

Anonymous. (2013). Innovative behavior starts at the top. Strategic Direction, 29, 10-12.

doi:10.1108/02580541311311249

Bailey, D. (2015). Business continuity management into operational risk management:

Assimilation is imminent.resistance is futile. Journal of Business Continuity &

Emergency Planning, 8, 290-294. Retrieved from

http://www.henrystewartpublications.com

Bansal, P., & Desjardine, M. R. (2014). Business sustainability: It is about time. Strategic

Organization, 12, 70-78. doi:10.1177/1476127013520265

Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year

retrospective on the resource-based view. Journal of Management, 27, 643 650.

doi:10.1177/014920630102700602

Barney, J., Wright M., & Ketchen, Jr. (2001). The resource-based view of the firm: Ten

years after 1991. Journal of Management, 27, 625-641.

doi:10.1177/014920630102700601

Barratt, Ferris, J. A., & Lenton, S. (2015). Hidden populations, online purposive

sampling, and external validity: Taking off the blindfold. Field Methods, 27, 3-21.

doi:10.1177/1525822X14526838
 105
Barriball, K. L., & While, A. (1994). Collecting data using a semistructured interview: A

discussion paper. Journal of Advanced Nursing, 19, 328-335. doi:10.1111/j.1365-

2648.1994.tb01088.x

Bhattacharyya, S. S., & Jha, S. (2013). Explicating strategic shared leadership process.

Asia-Pacific Journal of Business Administration, 5, 57-71.

doi:10.1108/17574321311304530

Beck, J. B., & Wiersema, M. F. (2013). Executive decision-making: Managerial

capabilities to the resource portfolio and strategic outcomes. Journal of

Leadership & Organizational Studies, 20, 408-419.

doi:10.1177/15480518124714722

Bell, E., & Bryman, A. (2007). The ethics of management research: An exploratory

content analysis. British Journal of Management, 18(1), 66-77.

doi:10.1111/j.1467 - 8551.2006.00487.x.

Berman, J. (2013). Utility of a conceptual framework within doctoral study: A

researcher’s reflections. Issues in Educational Research, 23(1), 1-18.

doi:10.1080/14703290601081407

Birger, W. (1995). A resource-based view of the firm. Strategic Management Journal, 5,

171-180. doi:10.1002/smj.4250160303

Blettner, D. P., Chaddad, F. R., & Bettis, R. A. (2012). The CEO performance effect:

Statistical issues and complex fit perspective. Strategic Management Journal, 33,

986-999. doi:10.1002/smj.1949
 106
Bjurulf, S., Vendun, E., & Larson, C. G. (2012). A triangulation approach to impact

evaluation. Evaluation, 19, 56-73. doi:10.1177/1356389012472248

Boerner, S., Linkohr, M., & Kiefer, S. (2011). Top management team diversity: Positive

in the short run, but negative in the long run? Team Performance Management,

17, 328353. doi:10.1108/13527591111182616

Broom, A. (2005). Using qualitative interviews in CAM research: A guide to study

design, data collection, and data analysis. Complementary Therapist in Medicine,

13, 65-73. doi:10.1016/j.ctim.2005.01.001

Canon, M. (2011). Do leaders really need to be tired? A sustainable view of leadership

development and the vital leader. Industrial and Commercial Training, 43, 307-

313. doi:10.1108/00197851111145907

Cadman, M. E., Murphy, J. H., Brintnall-Karabelas, J., Squire, C., Whorton, K., & Pao,

M. (2014). A training program for improving the informed consent discussion

between clinical researchers and their subjects. Journal of Empirical Research on

Human Research Ethics, 9, 71-75. doi:10.1177/1556264614546096

Capobianco, M., Fialho, F. A. P., Cunha, C. J. C., & Niveiros, S. I. (2013). Business

games for leadership development: A systematic review. Simulation & Gaming,

44, 523-543. doi:10.1177/1046878112471509

Campbell, J. L., Quincy, C., Osserman, J., & Pedersen, O. K. (2013). Coding in-depth

semistructured interviews: Problems of unitization and inter-coder reliability and

agreement. Sociological Methods & Research, 42, 294-320.

doi:10.1177/0049124113500475
 107
Carmeli, A., Tishler, A., & Edmondson, A. C. (2011). CEO relational leadership and

strategic decision quality in top management teams: The role of team trust and

learning from failure. Strategic Organization, 10, 31-54.

doi:10.1177/1476127011434797

Carroll, B., & Nicholson, H. (2014). Resistance and struggle in leadership development.

Human Relations, 1-24. doi:10.1177/0018726714521644

Carter, M. Z., Mossholder, K. W., Feild, H. S., & Armakanis, A. A. (2014).

Transformational leadership, international justice, and organizational citizenship

behavior: The effects of racial and gender dissimilarity between supervisors and

subordinates. Group & Organizational Management, 39, 691-719.

doi:10.1177/1059601114551605

Carter, S. M., & Greer, C. R. (2013). Strategic leadership: Values, styles, and

organizational performance. Journal of Leadership & Organizational Studies, 20,

379-393. doi:10.1177/1548051812471724

Cavelaars, P., & Passenier, J. (2012). Follow the money. What does the literature in

banking tells prudential supervisors about bank business models? Journal of

Financial Regulation and Compliance, 20, 402-416.

doi:10.1108/13581981211279354

Chaundhry, A., Javed, H., & Sabir, M. (2012). The impact of transformational and

transactional leadership styles on the motivation of employees in Pakistan.

Pakistan Economic and Social Review, 50, 223-231.

doi:10.1177/10717919050110034003
 108
Cherian, J., & Farouq, S. (2013). Does effective leadership style drive financial

performance of banks? Analysis in the context of UAE banking sector.

International Journal of Economics and Finance, 5, 105-114.

doi:10.5539/ijef.v5n7p105

Chien, S. (2014). Franchisor resources, spousal resources, entrepreneurial orientation,

and performance in a couple-owned franchise outlet. Management Decision, 52,

916-933. doi:10.1108/MD-07-2013-0368

Chung, C-N., & Luo, X. R. (2013). Leadership succession and firm performance in an

emerging economy: Succession origin, relational embeddedness, and legitimacy.

Strategic Management Journal, 34, 338-357. doi:10.1002/smj.2011

Cheng, C., Chua, R. Y. J., Morris, M. W., & Lee, L. (2012). Finding the right mix: How

the composition of self-managing multicultural teams’ cultural value orientation

influences performance over time. Journal of Organizational Behavior, 33, 389-

411. doi:10.1002/job.1777

Cleary, M., Horsfall, J., & Hayter, M. (2014). Data collection and sampling in qualitative

research: Does size matter? Journal of the American Medical Association, 2014,

473-475. Retrieved from http://jama.jamanetwork.com/journal.aspx

Cook, P., & Howitt, J. (2012). The music of leadership. Industrial & Commercial

Training, 44, 398-401. doi:10.1108/00197851211267974

Costa, L. A., Cool, K., & Dierickx, I. (2013). The competitive implications of the

deployment of unique resources. Strategic Management Journal, 34, 445-463.

doi:10.1002/smj.2018
 109
Crossland, C., Zyung, J., Hiller, N, J., & Hambrick, D. C. (2014). CEO Career variety:

Effects on firm–level strategic and social novelty. Academy of Management

Journal, 57, 652-674. doi:10.5465/amj.2012.0469

Crowston, K., Allen, E. E., & Heckman, R. (2012). Using natural language processing

technology for qualitative data analysis. International Journal of Social Research

Methodology, 15, 523-543. doi:10.1080/13645579.2011.625764

Cunningham, K. B. (2014). Social research design: Framework for integrating

philosophical and practical elements. Nurse Researcher, 22, 32-37. Retrieved

from http://www.rcnpublishing.com

Damanpour, F. (2014). Footnotes to research on management innovation. Organization

Studies, 35, 1265-1285. doi:10.1177/0170840614539312

Darawsheh, W. (2014). Reflexivity in research: Promoting rigor, reliability and validity

in qualitative research. International Journal of Therapy and Rehabilitation, 21,

560-568. doi:10.12968/ijtr.2014.21.12.560

DeFeo, D. J. (2013). Toward a model of purposeful participant inclusion: Examining

deselection as participant risk. Qualitative Research Journal, 13, 253-264.

doi:10.1108/QRJ-0102013-0007

DeLyser, D., & Sui, D. (2014). Crossing the qualitative, quantitative chasm III: Enduring

methods, open geography, participatory research, and the fourth paradigm.

Progress in Human Geography, 38, 294-307. doi:10.1177/0309132513479291

 110
Department of Health, Education, and Welfare (1979). The Belmont report: Ethical

principles and guidelines for the protection of human subjects of research.

Retrieved from http://www.hhs.gov/ohrp/humansubjects/guidance/belmont.html

Dickson-Swift, V., James, E. L., Kippen, S., & Liamputong, P. (2012). Doing sensitive

research: What challenges do qualitative researchers face? Qualitative Research,

7, 327-353. doi:10.1177/1468794107078515

Dharmadi, S. (2013). Board members’ education and firm performance: Evidence from a

developing economy. International Journal of Commerce and Management, 23,

113-135. doi:10.1108/105692211311324911

Doody, O., & Noonan, M. (2013). Preparing and conducting interviews to collect data.

Nurse Researcher, 20, 28-32. doi:10.1016/j.anai.2013.11.018

Dries, N., & Pepermans, R. (2012). How to identify leadership potential: Development

and testing of a consensus model. Human Resource Management, 51, 361-385.

doi:10.1002/hrm.21473

Duke, J. (2012). Joining the dots: Piloting the work diary as a data collection tool. Issues

in Education Research, 22, 111-126. Retrieved from

http://www.iier.org.au/iier22/duke.pdf

Edwards, G., Elliot, C., Iszatt-White, M., & Schedlitzki, D. (2013). Critical and

alternative approaches to leadership learning and development. Management

Learning, 44, 3-10. doi:10.1177/1350507612473929

 111
Eisenberg, E. M., Johnson, Z., & Pieterson, W. (2015). Leveraging social networks for

strategic success. International Journal of Business Communication, 52, 143-154.

doi:10.1177/2329488414560283

Emanuel, E. J., Wendler, D., & Grady, C. (2010). What makes clinical research ethical?

Journal of American Medical Association, 283, 2701-2711. Retrieved from

http://jama.jamanetwork.com/journal.aspx

Eva, N., & Sendjaya, S. (2013). Creating future leaders; an examination of youth

leadership development in Australia. Education & Training, 55, 584-598.

doi:10.1108/ET-08-2012-0082

Fleming, S. (2013). Social research in report (and beyond): Notes on exceptions to

informed consent. Research Ethics, 9, 32-43. doi:10.1177/1747016112472872

Freitas, W. R. S., Jabbuor, C. J. C., Mangili, L, L., Filho, W. L., & Olveira, J. H. C

(2012). Building sustainable values in organizations with the support of human

resource management: Evidence from one firm considered as the best place to

work in Brazil. Journal for Human Values, 18, 147-159.

doi:10.1177/0971685812454483

Galpin, T., & Whittington, J. L. (2012). Sustainability leadership: From strategy to

results. Journal of Business Strategy, 33, 40-48. doi:10.1108/02756661211242690

Gareth, B. (2013). Innovating for a sustainable future: An interview with Patric

Deconinck, Senior vice president Western Europe for 3M. Strategic Direction, 29,

37-38. doi:10.1108/02580541311304652
 112
Geier, M. T. (2016). Leadership in extreme contexts: Transformational leadership,

performance beyond expectation. Journal of Leadership & Organizational

Studies,1, 1-4, 2016. doi:10.1177/1548051815627359

Gentry, W. A., Eckert, R. H., Munusamy, V. P., Stawiski, S. A., & Martin, J. L. (2013).

The needs of participants in leadership development programs: A qualitative and

quantitative cross-country investigation. Journal of Leadership & Organizational

Studies, 21, 83-101. doi:10.1177/1548051813483832

Gibbs, D. (2009). Sustainability entrepreneurs, ecopreneurs and the development of a

sustainable economy. Greener Management International, 55. Retrieved from

http://www.greenleaf-publishing.com.

Gillet, N., & Vandenberghe, C. (2014). Transformational leadership and organizational

commitment: The mediating role of job characteristics. Human Resource

Development Quarterly, 25, 321-347. doi:10.1002/hrdq.21192

Gilson, L. L., Maynard, M. T., & Bergiel, E. B. (2013). Virtual team effectiveness: An

experiential activity. Small Group Research, 44, 412-427.

doi:10.1177/1046496413488216

Ghosh, R., Hyness, R. K., & Kram, K. E. (2013). Development networks at work:

Holding environment for leader development. Career Development International,

18, 232-250. doi:10.1108/CDI-09-2012-0084

Grossoehme, D. H. (2014). Research Methodology overview of qualitative research.

Journal of Health Care Chaplaincy, 20, 109-122.

doi:10.1080/08854726.2014.925660
 113
Hagemann, B., & Stroope, S. (2013). Developing the next generation of leaders.

Industrial and Commercial Training, 45, 123-126.

doi:10.1108/00197851311309570

Haigh, N., & Hoffman, A. J. (2014). The new heretics: Hybrid organizations and the

challenges they present to corporate sustainability. Organization & Environment,

27, 223-241. doi:10.1177/1086026614545345

Hardy, C., & Maguire, S. (2016). Organizing risk: Discourse, power, and “riskification”

Academy of Management Perspectives, 41, 80-108. doi:10.5465/amr.2013.0106

Harrison, E. F., & Pelletier, M. A. (1997). CEO perceptions of strategic leadership.

Journal of Managerial Issues, 9, 299-317. Retrieved from www.jstor.org

Hazy, J. K., & Uhl-Bien, M. (2015). Toward operationalizing complexity leadership:

How generative, administrative and community-building leadership practices

enact organizational outcomes. Leadership, 11, 79-104.

doi:10.1177/1742715013511483

Heather, L., Stuckey, H. L., Kraschnewski, J. L., Miller-Day, M., Palm, K., Larosa, C., &

Sciamanna, C. (2014). ‘‘Weighing’’ two qualitative methods: Self-report

interviews and direct observations of participant food choices. Field Methods, 26,

343-361. doi:10.1177/1525822X14526543

Heracleous, L., & Klaering, L. A. (2014). Charismatic leadership and rhetorical

competence: An analysis of Steve Job’s rhetoric. Group & Organizational

Management, 39, 131-161. doi:10.1177/1059601114525436

 114
Heracleous, L., & Wirtz, J. (2014). Singapore Airlines: Achieving sustainable advantage

through mastering paradox. The Journal of Applied Behavioral Science, 50, 150-

170. doi:10.1177/0021886314522323

Hernaus, T., Aleksic, A., & Klindzic, M. (2013). Organizational competitiveness-

structural and process characteristics of organizational design. Contemporary

Economics, 7, 41-56. doi:10.5709/ce.1897-9254.122

Hiller, N. A., DeChurch, L. A., Murase, T., & Doty, D. (2011). Searching for outcomes

of leadership: A 25-year review. Journal of Management, 37, 1137-1177.

doi:10.1177/0149206310393520

Hinds, P. S., Scandrett-Hibden, S., & McAulay, L. S. (1990). Further assessment of

method to estimate reliability and validity of qualitative research findings.

Journal of Advanced Nursing, 15, 430-453. doi:10.1111/j.1365-

2648.1990.tb01836.x

Hino, K., & Aoki, H. (2012). Romance of leadership and evaluation of organizational

failure. Leadership & Organizational Development Journal, 34, 365-377.

doi:10.1108/LODJ-08-2011-0079

Hmieleski, K. M., Cole, M. S., & Baron, R. A. (2013). Shared authentic leadership and

new venture performance. Journal of Management, 38, 1476-499.

doi:10.1177/0149206311415419

Hoch, J. E. (2012). Shared leadership and innovation: The role of vertical leadership and

employee integrity. Journal of Business Psychology, 28, 159-174.

doi:10.1007/s10869-012-9273-6
 115
Hopkins, W. E., Mallette, P., & Hopkins, S. A. (2013). Proposed factors influencing

strategic inertia/strategic renewal in organizations. Academy of Strategic

Management Journal, 12, 77-94. Retrieved from www.questia.com

Hoyt, C. L., Burnette, J. L., & Innella, A. N. (2012). I can do that: The impact of implicit

theories on leadership role model effectiveness. Personality and Social

Psychological Bulletin, 38, 257-268. doi:10.1177/0146167211427922

Hussein, A. (2009). The use of triangulation in social sciences research: Can qualitative

and quantitative methods be combined? Journal of Comparative Social work, 1,

1-12. Retrieved from http://www.researchgate.net/

Irshad, R., & Hashmi, M.S. (2014). How transformational leadership is related to

organization citizenship behavior? The mediating role of emotional intelligence.

Pakistan Journal of Commerce and Social Sciences, 8, 413-425. Retrieved from

http://www.jespk.net

Jepsen, A. L., & Eskerod, P. (2008). Stakeholder Analysis in Projects: Challenges in

using current guidelines in the real world. International Journal of Project

Management, 27, 335-343. doi:10.1016/j.ijproman.2008.04.002

Karp, T. (2014). Leaders need to develop their willpower. Journal of Management

Development, 33, 150-163. doi:10.1108/JMD-04-2012-0051

Kaur, M., Sharma, N., & Kapoor, S. (2012). Customer satisfaction in banking industry: A

gap analysis approach. Asia- Pacific Journal of Management Research and

Innovation, 8, 399-406. doi:10.1177/2319510x134818894

 116
Kerr, R., & Robinson, S. (2011). Leadership as an elite field: Scottish banking leaders

and the crisis of 2007-2009. Leadership, 7, doi:10.1177/1742715010394735

Kerstein, J., & Kozberg, A. (2013). Using accounting proxies of proprietary FDIC ratings

to predict bank failures and enforcement actions during the recent financial crisis.

Journal of Accounting, Auditing & Finance, 28, 128-151.

doi:10.1177/2150129713478846

Kivipold, K., & Vadi, M. (2013). Market orientation in the context of the impact of

leadership capability on performance. International Journal of Bank Marketing,

31, 368-387. doi:10.1108/IJBM-09-2012-0092

Klettener, A., Clarke, T., & Boersma, M. (2013). The governance of corporate

sustainability: Empirical insights into the development, leadership and

implementation of responsible business strategy. Journal of Business Ethics, 122,

145-165. doi:10.1007/s10551-013-1750-y

Kolb, S. M. (2012). Grounded theory and the constant comparative method: Valid

research strategies for educators. Journal of Emerging Trends in Educational

Research and Policy Studies, 3, 83-86. Retrieved from

http://jeteraps.scholarlinkresearch.org/

Kurucz, E. C., Colbert, B. A., & Marcus, J. (2014). Sustainability as a provocation to

rethink management education. Building a progressive educative practice.

Management Learning, 45, 437-457. doi:10.1177/1350507613486421

 117
Lamb, D. (2013). Research in the first person: Reflection on the research experience

using a research journal. Market and Social Research, 21, 32-39.

doi:10.1177/000276427802100405

Latham, J. R. (2013). A framework for leading the transformation to performance

excellence part ii: CEO perspective on leadership behaviors, individual leader

characteristics, and organization culture. Quality Management Journal, 20, 19-37.

doi:10.1108/02656719610150597

Lartey, V. C., Antwi, S., & Boadi, E. K. (2013). The relationship between liquidity and

profitability of listed banks in Ghana. International Journal of Business and

Social Science, 4, 48-56. doi:10.1108/10569210480000179

Larrson, M., & Lundholm, S. E. (2013). Talking work in a bank: A study of organizing

properties of leadership in work interactions. Human Relations, 66, 1101-1129.

doi:10.1177/0018726712465452

Le, S. A., Kroll, M. J., & Walters, B. A. (2014). The influence of board composition on

top management team industry-and firm-specific human capital in young IPO

firms. Journal of Management Issues, 24, 412-432. Retrieved from

http://library.mpifg.de

Leavy, B. (2013). Updating a classic formula for strategic success: Focus, alignment,

repeatability and leadership. Strategy & Leadership, 41, 18-28.

doi:10.1108/108785 71311290043

Leavy B. (2014). Strategy, organization and leadership in a new “transient advantage”

World. Strategy and Leadership, 42, 3-13. doi:10.1108/SL-05-2014-0038

 118
Lee, J. (2014). Genre-appropriate judgements of qualitative research. Philosophy of

Social Sciences, 44, 316-348. doi:10.1177/0048393113479142

Lee, J., & Jensen, J. M. (2014). The effects of active, constructive and passive corrective

leadership on workplace incivility and mediating role of fairness perceptions.

Group & Organization Management, 39, 416-443.

doi:10.1177/1059601114543182

Leko, M. M. (2014). The value of qualitative methods in social validity research.

Remedial and Special Education, 35, 275-286. doi:10.1177/0741932514524002

Lengnick-Hall, C. A., & Inocencio-Gray, J. L. (2013). Institutionalized organization

learning and strategic renewal: The benefits and liabilities of prevailing wisdom.

Journal of Leadership and Organizational Studies, 20, 420-435.

doi:10.1177/1548051812471723

Lisak, A., & Erez, M. (2015). Leadership emergence in multicultural teams: The power

of global characteristics. Journal of World Business, 50, 3-14.

doi:10.1016/j.jwb.2014.01.002

Lourenco, F. (2012). Promoting sustainable development: The role of entrepreneurship

education. International Small Business Journal, 31, 841-865.

doi:10.1177/0266242611435825

MacPhail, C., Khoza, N., Abler, L., Ranganathan, M. (2015). Process guidelines for

establishing intercoder reliability in qualitative studies. Qualitative Research, 1-

15. doi:10.1177/1468794115577012
 119
Mahsud, R., Yukl, G., & Prussia, G. E. (2011). Human capital, efficiency, and innovative

adaptations as strategic determinants of firm performance. Journal of Leadership

& Organizational Studies, 18, 229-246. doi:10.1177/1548051811400750

Makipere, K., & Yip, G. (2008). Sustainable leadership. Business Strategy Review, 19,

64-67. doi:10.1111/j.1467-8616.2008.00521.x

Mauri, M., & Romero, I. (2013). Strategic action for a sustained leadership of the Cuban

biotechnology industry. Biotecnologia Applicada, 30, 305-310. Retrieved from

http://scielo.sld.cu/

Markides, C. (2014). Think again fine-tuning your strategic thinking. Business Strategy

Review, 4, 80-85. Retrieved from www.london.edu.bsr

Massis, A. D., Frattini, F., Kotlar, J., Petruzzelli, A. M., & Wright, M. (2016). Innovation

through tradition: Lessons from innovative family business and directions for

future research. Academy of Management Perspectives, 30,

93-116. doi:10.5465/amp.2015.0017

Mastrangelo, A., Eddy, E. R., & Lorenzet, S. J. ( 2014). The relationship between

enduring leadership and organizational performance. Leadership &

Organizational Development Journal, 35, 590-604. doi:10.1108/LODJ-08-2012-

0097

Mayoh, J., Onwuegbuzie, A. J. (2013). Toward a conceptualization of mixed methods

phenomenological research. Journal of Mixed Methods Research, 9, 91-107.

doi:10.1177/1558689813505358
 120
Merat, A., & Bo, M. (2013). Strategic analysis of knowledge firms: The links between

knowledge management and leadership. Journal of Knowledge Management, 17,

3-15. doi:10.1108/13673271311300697

McDermott, A., Kidney, R., & Flood, P. (2011). Understanding leader development:

Learning from leaders. Leadership & Organization Development Journal, 32,

358-378. doi:10.1108/01437731111134643

Meyer, C. B. (2001). A case in case study methodology. Field Methods, 13, 329-352.

doi:10.1177/1525822X0101300402

Mihalache, O. R., Jansen, J. J. J. P., Bosch, F. A. J. V., & Volberda, H. W. (2012).

Outsourcing and firm innovations. The moderating role of top management teams

attributes. Strategic Management Journal, 33, 1480-1498. doi:10.1002/smj. 1983

Miles, M. B., & Huberman, M. A. (1994): Qualitative data analysis: An expanded

sourcebook (2nd edition). Beverley Hills, CA: Sage.

Mirchandani, D., & Ikerd, J. (2008). Building and maintaining sustainable organizations.

Organization Management Journal, 5, 40-51. doi:10.1057/omj.2008.6

Mitchell, F., Nielsen, L. R., Norreklit, H., & Norreklit, L. (2013). Scoring strategic

performance: A pragmatic constructivist approach to strategic performance

measurement. Journal of Management and Governance, 17, 5-34.

doi:10.1007/s10997-012-9216-7

Moustakas, C. E. (1994). Phenomenological Research Methods. Thousand Oaks, CA:

Sage.

Narayanan, V. K., & Zane, L. J. (2009). Inventing a future for strategic leadership:
 121
Phenomenal variety and epistemic opportunities. Journal of Strategic and

Management, 2, 380-404. doi:10.1108/17554250911003854

Nixon, P., Harrington, M., & Parker, D. (2012). Leadership performance is significant to

project success or failure: A critical analysis. International Journal of

Productivity and Performance Management, 61, 204-216.

doi:10.1108/17410401211194699

Nyberg, D., & Sveningsson, S. (2013). Paradoxes of authentic leadership: Leader identity

struggles. Leadership, 10, 475-455. doi:10.1177/1742715013504425

Olie, R., Iterson, A., & Simsek, Z. (2012). When do CEO’s versus top management team

matter in explaining strategic decision-making processes: Toward an institutional

view of strategic leadership effects. International Studies of Management and

Organization, 42, 86-105. doi:10.2753/IMO0020-8825420404

Opdenakker, R. (2006). Advantages and disadvantages of four interview techniques in

qualitative research. Forum Qualitative Research, 7, 11

Retrieved from http://www.qualitative-

research.net/index.php/fqs/article/view/175/392

O’Reily, M., & Parker, N. (2012). Unsatisfactory saturation: A critical exploration of the

notion of saturated sample sizes in qualitative research. Qualitative Research, 13,

190-197. doi:10.1177/1468794112446106

Owen, G. (2014). Qualitative methods in higher education policy analysis: Using

interviews and document analysis. The Qualitative Report, 19, 1-19. Retrieved

from http://www.nova.edu/ssss/QR/QR19/owen52.pdf
 122
Palsner, T. G. (2014). Sustainable industry leadership through innovation strategy

archetypes. International Business & Economics Research Journal, 13, 697-714.

Retrieved from http://www.academia.edu

Petrova, E., Dewing, J., & Camilleri, M. (2014). Confidentiality in participatory research:

Challenges from one study. Nursing Ethics, 1-13.

doi:10.1177/0969733014564909

Phan, P., & Wright, M. (2016). Whither the academy of management Perspectives.

Academy of Management Perspectives,30, 1-4. doi:10.5465/amp.2016.0008

Pollock, K., Moghaddam, N., Cox, K., Wilson, E., & Howard, P. (2011). Exploring

patients’ experience of receiving information about cancer: A comparison of

interview and questionnaire methods of data collection. Health, 15, 153-172.

doi:10.1177/1363459309360789

Ritchie, J., Elam, G., Tenat, R., & Rahim, N. (2003). Qualitative Research Practice: A

guide for students and researchers. Thousand Oaks, CA: Sage.

Reybold, L. E., Lammert J. D., & Stribling, S. M. (2012). Participant selection as a

conscious research method: thinking forward and the deliberation of ‘emergent’

findings. Qualitative Research, 13, 699-716. doi:10.1177/1468794112465634

Sargeant, J. (2012). Qualitative research part ii: Participants, analysis, and quality

assurance. Journal of Graduate Medical Education, 11, 1-3. doi:10.4300/JGME-

D-11-00307.1
 123
Schweitzer, J. (2013). Leadership and innovation capability developments in strategic

alliances. Leadership and Organization Development Journal, 35, 442-469.

doi:10.1108/LODJ-01-12-0001

Seidle, B., Fernandez, S., & Perry., J. L. (2016). Leaders training and development make

a difference in the public sector? A panel study. Public Administration Review,

xx, xx–xx. 2016. doi:10.1111/puar.12531.

Sengul, M., Gimono, J., & Dial, J. (2012). Strategic delegation: A review, theoretical

integration, and research agenda. Journal of Management, 38, 375-414.

doi:10.1177/0149206311424317

Sharp, J. L., Mobley, C., Hammond, C., Withington, C., Drew, S., Stringfield, S., &

Stipanovic, N. (2012). A mixed methods sampling for a multisite case study.

Journal of Mixed Methods Research, 6, 34-54. doi:10.1177/1558689811417133

Shenton, A. K. (2004). Strategies for ensuring trustworthiness in qualitative research

projects. Education for Information, 22, 63-75. Retrieved from

http://www.crec.co.uk/docs/Trustworthypaper.pdf

Spanos, A. & Lioukas, S. (2001). An examination into the causal logic of rent generation:

Contrasting Porter’s competitive strategy framework and the resource-based

perspective. Strategic Management Journal, 22, 907-937. doi:10.1002/smj.174

Stahl, G. K., & Brannen, M. Y. (2013). Building cross-cultural leadership competence:

An interview with Carlos Ghosn. Academy of Management Learning &

Education, 12, 494-502. doi:10.5465/amle.2012.0246

 124
Staller, K. M. (2014). The invisibility of taken-for-granted limitations in qualitative

inquiry. Qualitative Social Work, 13, 449-455. doi:10.1177/1473325014536957

Strand, R. (2014). Strategic leadership of corporate sustainability. Journal of Business

Ethics, 123, 687-706. doi:10.1007/s10551-013-2017-3

Suriadi, S., Weib, B., Winkelmann, A., Hofstede, A. H. M., Adams, M., Conforti, R.,

Fidge, C., Rosa, M. L., Oyuang, C., Pika, A., Rosman, M., & Wyn, M. (2014).

Current research in the risk-aware business process management-overview,

comparison and gap analysis. Communication of the Association for Information

Systems, 34, 933-984. Retrieved from http://aisel.aisnet.org

Sweeney, A., Greenwood, K. E., Williams, S., Wykes, T., & Rose, D. S. (2012). Hearing

the voices of service user researchers in collaborative qualitative data analysis:

The case for multiple coding. Health Expectations, 16, e89-e99.

doi:10.1111/j.1369-7625.2012.00810.x

Tawadros, T. (2015). Developing the theater of leadership: An exploration of practice

and the need for research. Advances in Developing Human Resources, 17, 337-

347. doi:10.1177/1523422315587898

Thomas, M., & Rowland, C. (2014). Leadership, pragmatism, and grace: A review.

Journal of Business Ethics, 123, 99-111. doi:10.1007/s10551-013-1802-3

Tipton, E. (2013). Stratified sampling using cluster analysis: A sample selection strategy

for improved generalizations from experiments. Evaluation Review, 37, 109-139.

doi:10.1177/0193841X13516324
 125
Trahms, C. A., Ndofor, H. A., & Sirmon, D. G. (2013). Organizational decline and

turnaround: A review and agenda for future research. Journal of Management, 39,

1277-1307. doi:10.1177/0149206312471390

Venkatesh, V., Brown, S. A., & Bala, H. (2013). Bridging the qualitative-quantitative

divide: Guidelines for conducting mixed methods research in information

systems. MIS Quarterly, 37, 21-54. Retrieved from http://www.misq.org

Vugt, M., & Ronay, R. (2014). The revolutionary psychology of leadership: Theory,

review, and roadmap. Organizational Psychology Review, 4, 74-95.

doi:10.1177/2041386613493635

Waldman, D. A., & Balven, R. M. (2014). Responsible leadership: Theoretical issues and

research directions. The Academy of Management Perspectives, 28, 224-234.

doi:10.5465/amp.2014.0016

Walter, J., Kellermanns, F. W., Floyd, S. W., Veiga, J. F., & Matherne, C. (2013).

Strategic alignment: A missing link in the relationship between strategic

consensus and organization performance. Strategic Organization, 11, 304-328.

doi:10.1177/1476127013481155

Walter, J., Lechner, C., & Kellermanns, F.W. (2013). Learning activities, exploration,

and the performance of strategic initiatives. Journal of Management, 20, 1-34

doi:10.1177/0149206313506463

Wang, C. L., Tee, D. D., & Ahmed, P. K. (2012). Entrepreneurial leadership and context

in Chinese firms: A tale of two Chinese private enterprises. Asia Pacific Business

Review, 18, 505-530. doi:10.1080/13602381.2012.690257

 126
Weng, D. H., Lin, Z. (2014). Beyond CEO tenure: The effects of CEO newness on

strategic changes. Journal of Management, 40, 2009-2032.

doi:10.1177/0149206312449867

Xing, Y., & Sims, D. (2011). Leadership, Daoist Wu Wei, and reflexivity: Flow, self-

protection, and excuse in Chinese bank managers’ leadership practice.

Management Learning, 43, 97-112. doi:10.1177/0018726712465452

Yin, R. K. (2014). Case study research design and methods (5th ed.). Los Angeles, CA:

Sage.

Zaccaro, S. (2007). Trait-based perspectives of leadership. American Psychologist, 62, 6-

16. doi:10.1037/003-066x.62.1.6

Zhang, X., Li, Z., Ullrich, J., & Dick, R. (2013). Getting everyone on board: The effect of

differentiated transformational leadership by CEO’s on top management team

effectiveness and leader-rated firm performance. Journal of Management, 20, 1-

36. doi:10.1177/014920631247138
 127
Appendix A: Interview Protocol

Interview Protocol

What I will do I will introduce myself and research topic to the

participant prior to the commencement of the interviews.

My Name is Joseph Witts; I work as a Director of

Alternative Banking Channels at CRDB Bank. What is your

name and role at the bank?

I will introduce the This interview will help me to earn a doctorate in

interview and set the business administration from Walden University in the

stage—often over a meal USA. The interview questions will be centered on my

or coffee research topic titled “The Role of Strategic Leadership in

Banking Profitability.” The primary objective of the study is

to explore the strategic leadership skills that senior bank

officials and members of the board need to enhance banking

profitability. Thank you for accepting to participate in this

interview. The interview will last approximately 30 minutes.

Are you willing to participate by answering a few

questions? For record purposes, I will tape-record the

interviews, I hope you do not mind, can we start?

I will watch for non-verbal What role does strategic leadership play in your

queues. organization?

Paraphrase as needed What strategic leadership skills do you need to enhance

 128
Ask follow-up probing banking profitability

questions to get more in- What are the unique resources that make your organization

depth competitive?

How do you plan for the strategic leadership training and

skills development in your organization?

How does the board of directors influence the banks’

competitiveness and profitability?

How do you increase profitability while managing risks?

How effective are these strategic leadership initiatives,

particularly in terms of increasing banking profitability?

What additional information would you like to share about

the subject?

Wrap up interview Thank you so much for your participation in the

thanking participant interviews. I will write transcripts of the interviews and

provide you with a copy of findings.

1. What are your personal views on the role of strategic

leadership in banking profitability?

2. What advice can you give to the top management

team how to improve banking profitability?

Schedule follow-up I would like to invite you to participate in the second

member checking phase of the interview known as member checking. The

interview process of member checking will provide you with an

 129
opportunity to confirm or disconfirm the outcome of the

study. In this phase, you will compare the findings of your

responses. The follow-up interview will commence on

December 15, 2015.

Introduce follow-up I will make occasional follow-up interview calls to

interview and set the stage seek for clarification on certain aspects of the interviews,

will you bear with me?.

Share a copy of the I will share with you the findings of the study for

succinct synthesis for each your records.

question Bring in probing 1. The first question is what role does strategic

questions related to other leadership play in your organization? - The primary

information that you may objective is to establish how conversant the senior

have found—note the bank officials and members of the board are with the

information must be responsibilities of strategic leadership in their

related so that you are organization. The second objective was to assess if

probing and adhering to the participants understand the role of senior

the IRB approval. Walk management and the board in short, medium and

through each question, long-term planning and the influence that the

read the interpretation and concept has on the performance of the bank. I will

ask: Did I miss anything? ask one and two follow-up questions based on the

Or, What would you like participant responses.

to add? 2. The second question is what strategic leadership

 130
skills do you need to enhance banking profitability?

The aim is to find out if senior bank officials and

members of the board understand the strategic

leadership skills and capabilities needed to increase

banking profitability. I will ask one and two follow-

up questions based on the participant responses.

3. The third question is: What are the unique resources

that make your organization competitive?- The main

objective of this question is to understand the extent

to which the senior bank officials and members of

the board know the unique resources that the

organization has and the influence that such

resources have on the competitiveness and

performance of the organization. The second

objective will be to establish if senior bank officials

and members of the board understand the conceptual

or theoretical framework behind the unique

resources. I will ask one and two follow-up

questions based on the participant responses.

4. The fourth question is how do you plan for the

strategic leadership training and skills development

in your organization? The purpose is to assess the

 131
effectiveness of leadership training and development

programs within the bank. The second objective is to

understand the role of the board and senior bank

officials in the planning and implementation of

strategic leadership skills development. I will ask

one and two follow-up questions based on the

participant responses. I will ask one and two follow-

up questions based on the participant responses.

5. The fifth question is how does the board of directors

influence the banks’ competitiveness and

profitability? The aim of this question is to establish

the level of intervention that the board of directors

can make on the banks’ performance. The second

objective is to understand the role of the board in

setting the strategic direction of the bank and

effectiveness of the boards’ oversight.

6. The sixth question is how does your organization

increase profitability without increasing risks

substantially. The purpose of this question is to

understand the level of risk awareness by the senior

management and the board of directors. I will ask

one and two follow-up questions based on the

 132
participant responses. I will ask one and two follow-

up questions based on the participant responses.

7. The seventh question is How effective are these

strategic leadership initiatives, particularly in terms

of increasing banking profitability? The objective is

to establish the senior management awareness of the

strategic leadership initiatives such as the

development of a clear vision and a business strategy

that can differentiate an organization and increase

competitiveness and profitability. The second

objective is to establish senior bank officials and

board of directors’ awareness of the role of the

unique resources such as knowledgeable staff,

modern IT system, and customer service orientation.

I will ask one and two follow-up questions based on

the participant responses.

8. The eighth interview is What is the role of the board

of directors in creating sound governance practices

for the bank? The objective is to establish board of

director understands of the concept and the

importance of corporate governance.

9. The ninth question is What is the role of the board of

 133
directors in the banks’ strategic planning? The

objective is to understand the extent of the boards’

participation in the strategic planning process.

10. The tenth question is How does the board of

directors ensure the implementation of approved

business strategy? The aim is to establish how

effective the board of directors is in monitoring

implementation of the banks’ business strategy.

11. The eleventh question is Is there anything you would

like to share about the subject that I did not ask?

The objective of the interview question is to elicit

more response and to give the participant an

opportunity to share other related aspects that I did

not ask directly. I will ask one and two follow-up

questions based on the participant responses.

 134
Appendix B: Organization Permission

REF.NO.CBW/CO/CRDB/120

09th November 2015

Joseph Witts,
CRDB Bank Plc,
Based on my review of your research proposal, I give permission for you to conduct the study

entitled the role of strategic leadership in banking profitability within xxx Bank. As part of this

study, I authorize you to interview senior bank officials and members of the board of directors,

collect annual reports, share your findings with the participants, and to write and distribute in any

form a report of findings. Individuals' participation will be voluntary and at their discretion. We

understand that our organization's responsibilities include allowing the senior bank officials and

board of directors to participate in the interviews and provide copies of unclassified internal

letters including product and marketing information to facilitate your study.

The interviews will take place in the meeting room at the banks' head offices. You will be availed

with a projector and video conferencing facilities should you wish to interview board members

virtually. The banks' Public Relations Officer will coordinate your research activities. We reserve

the right to withdraw from the study at any time if our circumstances change.

I confirm that I am authorized to approve research in this setting and that this plan complies with

the organization's policies. I understand that the data collected will remain entirely confidential

and may not be provided to anyone outside of the student's supervising faculty/staff without

permission from the Walden University IRB.

Sincerely,

LAPF Millennium Towers, Ground Floor, New Bagamoyo Road.

 135
Appendix C: NIH Certificate
 136
Appendix D: Request for Organization Permission

Joseph Ochieng Witts

December 04, 2015

Managing Director

Dar es Salaam

Dear Madam,

I am a student at the Walden University pursuing Doctoral degree in Business

Administration. In fulfillment of the requirements for the award of Degree of Business

Administration, I request permission to conduct a study on the Role of Strategic

Leadership in Banking Profitability within xxxx Bank. As part of this study, I will

interview senior bank officials and members of the board of directors, collect and review

annual reports, share my findings with the participants, and write and distribute in various

forms a report of findings. Individuals’ participation will be voluntary and at their

discretion.

Your organization’s responsibilities will be limited to allowing the senior bank officials

and board of directors to participate in the interviews and provide copies of unclassified

internal letters including product and marketing information to facilitate your study.

The interviews will take place at the xxx Banks’ offices, and you reserve the right to

suspend the study at any time if your circumstances change.

Please confirm that you are authorized to approve research in this setting and that this

plan complies with the organization’s policies. I understand that the data collected will

remain entirely confidential and may not be provided to anyone outside of my

 137
supervising faculty/staff without permission from the Walden University Institutional

Research Board (IRB).

Sincerely,

Joseph Ochieng Witts

 138
Appendix E: Invitation to Participate in Research

The Participant

e-mail address

Dear Mr/Mrs/Mis…,

I am cordially inviting you to take part in a research study of the role of strategic

leadership in banking profitability at xxx Bank. I am inviting you because of you are one

of the senior bank official (or members of the board of directors) with strategic leadership

responsibilities in banking profitability. The purpose of this study will be to explore the

role of strategic leadership skills in enhancing banking profitability. The interviews will

take place at the xxx Bank offices in Dar es Salaam.

Findings from this study may improve the understanding of the dynamics of

banking profitability in the top management teams of medium and large size commercial

banks operating in Tanzania. Stakeholders and the academia may benefit from improved

understanding of the contribution strategic leadership has on banking profitability. Top

leaders in banks may use the recommendations to improve banking profitability and to

prevent and reverse similar strategic leadership failure and may improve the soundness of

the financial system in the country. The contribution to social change may include the

creation of employment and improvement of the life standard of the people of Tanzania.

I have attached the consent form for your review and signing. Please confirm your

participation directly to the researchers’ e-mail address with the words “I consent “to

evidence your acceptance to participate in the study.

Joseph Ochieng Witts