marketing thesis

Dissertation Title

"EVALUATION OF STRATEGIC LEADERSHIP PRACTICES AND ITS IMPACT ON ORGANIZATIONAL PERFORMANCE IN PAKISTAN'S

SMALL & MEDIUM ENTERPRISES".

Author

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Chapter One: Introduction "We are on the precipice of an epoch-a distinctive, exciting, and challenging time for

organizations, where focus is on twenty-first century organizations in view of strategies,

human capital, and characteristics of organizations required for survival and long-term

success"(Hitt, 1998, P.218). In existing highly complex and competitive business

environment, effective utilization of resources is a key to success that creates multiplier

effects (Doherty & Terry, 2013). In furtherance of achieving and maintaining competitive

advantage, human resource is crucial resource for organization (Dobre, 2012). Strategic

leaders are crucial part of human resource (Suresh, 2012).

Bacon and Hoque (2005) argue Small and Medium Enterprises (SMEs) holds the most

crucial positions in the economic growth of any country, through income generation and

employment creation (Lange et al.2000). According to Raziq (2014), regardless their

economic importance SMEs in Pakistan is suffering from various shortcomings, which

include inadequate guidance on their future actions, whereas government ever-

changing standards to support the sector also prove ineffective to bring long-term

positive change. Pharmaceutical SMEs face complex issues like change in technology,

government policies, lack of resources, globalization, and consumer expectations that

grow more challenging by the day (Zhang & Zhang, 2010) along with numerous

leadership challenges (Leslie & Palmisano, 2010).

Majority of the experts believe that effective strategic leadership practices are one of the

major contributors to cope such challenges in the companies' performance (Krupp &

Howland, 2013), therefore keeping in view the 21st century growing challenges it is

necessary to explore the effective strategic leadership role in organizational

performance (Hitt et al. 2010). At one side, this would make pharmaceutical industry

more competitive to compete in the international markets on the other side this will

further enhance its contribution in the economic development of Pakistan. Therefore,

based on an analytical review of current strategic leadership research and practice in

SMEs this study contributes to the current strategic leadership research in view to

enhance organizational performance.

Background of the Research The business environment has changed dramatically as it modernizes in the recent

years mainly in developing countries small businesses are increasingly threatened

(Gosenpud & Vanevenhoven, 2011). Most of newly introduced factors are not in favour

of the SMEs (Bashar, 2012). Increasing globalization trend and rapid advancement in

the field of technology further enhanced uncertainty, turbulence, and competitive

environment in which organizations are operating. The capacity to enhance

performance is a learnable organizational competence (Owen et al. 2001). According to

Arslan and Staub (2013), organizations must consistently enhance performance to meet

the growing challenges of the highly competitive markets.

Most of the preceding literature emphasise the importance of leadership role for

enhancing organizational performance (e.g. Peterson et al. 2003; Boal & Hooijberg

2000). However, some erstwhile studies hold contradictory views about the role of

leadership for achieving organizational performance. According to Meindl et al. (1985),

leadership role holds limited importance for achieving the performance of organizations.

Whereas, contrary to above study Peterson et al. 2003; Finkelstein & Hambrick (1996),

suggest that in order to achieve a high level of an organization performance the role of

leadership is very important. According to Ireland and Hitt (2005), effective strategic

leadership practices can play a crucial role in increasing performance while operating in

unpredictable and turbulent environment. Hagen et al. (1998) investigate the six

practices for effective strategic leadership evolved by Hitt, et al. (1995). Later Ireland et

al. (2012) reviewed and represented five actions of effective strategic leadership by

merging two actions exploiting and developing human capital and maintaining core

competencies into effectively managing the firm's resource portfolio. These five

components are critically examined in chapter 2.

The Islamic Republic of Pakistan with an estimated 183 million population is world's

sixth most populous country (World Population Review, 2014). According to Radam and

Abdullah (2008), SMEs referred to as the backbone of the economy and holds a

significant role for the development of any country' economy. It is extremely important to

ensure development and growth of SMEs in order to achieve employment generation

and economic activity in a country, as has been witnessed during the course of

economic development in many Newly Industrialized Countries (NICs) in Asia, SMEs

have a crucial role to play in terms to poverty reduction (Naveed, 2012). This stands

stronger in case of Pakistan where SMEs constitute almost 90% of all the enterprises

and occupy a substantial role in the economy of Pakistan (SMEDA 2013). Issues

pertaining to development of efficient and viable SMEs are numerous (Muhammad et

al., 2010); varying between urban and rural areas, sectors, regions, and even between

individual enterprises within a sector. Nevertheless, certain constraints such as lack of

capital, technology, and human resources are common to all SMEs.

Pharmaceutical Industry is one of the leading industries in Pakistan, which consist of

approximately four hundred registered companies (Pakmission-UK 2014). The

pharmaceutical industry of Pakistan is divided between small and medium enterprises

and large size multinational and local companies, which together fulfil almost seventy

percent of the Pakistani pharmaceutical demand. There are thirty multinational

companies operational in the country, which hold 53% market share while the remaining

47% held by national pharmaceutical companies (Jamshed et al. 2009).

According to Hunger and Wheelen (2003), the organizations that are practicing strategic

management mostly outperform those that do not. The absence of long-term planning

and strategic thinking usually leads towards the business failure of SMEs (Analoui &

Karami, 2003). According to Dess et al. (2010), small organizations can compete and

grow with a fast pace by adopting strategic management practices compare to large

organizations with no strategic leadership opportunities. Furthermore, Leslie and

Palmisano (2010), studies in the present state of pharmaceutical sector suggest that

there are significant gaps in many key leadership capabilities that are critical to success

in an organization.

Hence, effective and qualified strategic leadership is required to tackle the issues

related to strategic thinking and planning, which also helps to align strategic direction of

the company. McGrath and Macmillan (2000) studies emphasise the role of effective

strategic leaders that have to perform during uncertain conditions and suggest that they

must seek opportunities in a volatile environment and apply strategic thinking skills that

help them to utilize those opportunities. Strategic leaders that operates in old-fashioned

ways will produce failure compare to effective strategic leadership who are more

innovative will take the best human resource, markets, and even the assets of the

organization with ineffective strategic leaders (Hamel, 2007). Therefore, the only way to

survive and thrive for pharma organizations is to develop such critical strategic

leadership skills to achieve above average organizational performance and face the

growing challenges of 21st century like global competition and struggling economy.

Therefore, keeping in view lack of research on the topic of strategic leadership in

Pakistan's SMEs, contradictory findings about the role of leadership in organizational

performance and developing countries' pharmaceutical SMEs aforementioned issues

indicate the further need to explore the strategic leadership role in pharmaceutical

industry in view to enhance organizational performance. Especially, Suzanne and

Charles (2013) suggest the further need of study to explore the relationship between

organizational performance and strategic leadership.

Furthermore, majority of the erstwhile research have focused on the role of effective

strategic leadership within the church context (e.g. Pearse, Noel J 2011), Public service

(Schutte & Barkhuizen 2014), and in Telecommunication sector of Pakistan (Sajjad &

Sameera 2011). That is why very limited research available about the relationship

between strategic leadership and organization performance in the context of

pharmaceutical industry. The ultimate goal of current study is to evaluate contemporary

strategic leadership practices in SMEs within the Pakistan pharmaceutical industry and

its impact on organizational performance.

AIMS of the RESEARCHThe focus of this research is to explore the contemporary strategic leadership practices

in pharmaceutical SMEs in Pakistan and its impact on organizational performance.

Therefore, the research aims at understanding the specific role that these strategic

leaders practice and their effect on the performance. Furthermore, this research while

evaluating current strategic leadership practices will compare it with effective strategic

leadership actions as describe by Ireland et al. (2012). This is discussed in detail from

theoretical point of view in second chapter.

OBJECTIVES of the RESEARCHThe objectives of the study are:

o To gain insight into the current strategic leadership practices in pharmaceutical

SMEs in Pakistan.

o To critically evaluate the most important practices/actions required for effective

strategic leadership in pharmaceutical SMEs in Pakistan.

o To find a gap between contemporary and effective strategic leadership practices

in pharmaceutical SMEs in Pakistan.

o To analyse the current strategic leadership practices that influence organizational

performance.

The above objectives of the research reflects the intention of the researcher to indentify

essential strategic leadership practices, which will narrow down the research gap on this

specific topic and will help strategic leadership of pharmaceutical SMEs in Pakistan to

handle the performance challenges innate in the twenty first century trends the industry

faces.

Organization of the Dissertation The monograph splits into four sections. Theoretical aspects including literature review,

methodological framework, and ethical considerations are discusses in the first section.

The second section includes discussion and justification of the methodological

framework adopted in the study. The third section consists of research findings of the

results and discussion (based on the results) in a logical manner and in accordance with

the aim and objectives of the study. The fourth and final section presents conclusion

follow by reflection.

Chapter Two: Literature Review

Strategic Leadership

A plethora of individual studies have been conducted to evaluate the impact of

leadership style and practices on organizational practices such as culture, performance,

job satisfaction and citizenship behavior (Gardner et al., 2010). Few researchers and

scholars have also started to examine the impact of leadership styles on organizational

outcomes in perspective of strategic leadership. In the last decade, several studies were

conducted to demonstrate the association between styles and values of strategic

leaders and organizational performance (de Luque et al., 2008), charismatic leadership

styles (Waldman et al., 2006) and transformational leadership style (Ng & Sears, 2012;

Waldman et al, 2006). Before proceeding further, it is important to define the term

strategic leadership. Gardner et al (2010) have defined this term as leadership that is

concerned with the strategic choices, scope of activities, and apex of the organization.

Finkelstein et al (2009) have explained the scope of strategic leadership by saying that

it incorporates head of businesses, CEOs, board of directors and dominant

management in the organizations. On the other hand, Worden (2003) suggested that

strategic leadership is concerned with the mission, ideology, vision and macro

environment and core competencies of the organization. These definitions suggest that

strategic leadership is mostly related with the senior positions that have high powers.

This also suggests that strategic leadership sets organizational strategy at place and

establishes framework for attaining relevant objectives. However, it is important to note

that the responsibility of strategic leadership is only to initiate change for making desired

future of the organization (Thomas et al., 2004). The strategic leadership focuses on

background and personality of leaders who are the main authority to make decisions for

future of the organization. Maak (2007) noted that knowledge and vision of strategic

leadership is important with the increasing demands, complexity and roles of leaders in

the organizations. He further emphasized that strategic leaders are not only responsible

for taking decisions for wealth maximization of shareholders but also expected to meet

expectations of wide range of stakeholders of the organization. On the whole, this

suggests that strategic leadership is a broad aspect that takes higher decisions for the

organization.

Strategic Leadership Style

Strategic leadership values focus on impacts of leadership on performance of the

organization. However, the measures of leadership styles are not appropriately

identified by literature (Bass et al., 2003). Strategic leadership encompasses several

leadership styles specifically those that emphasize on behavior of leadership. Important

leadership styles identified by Walumbwa et al (2004) include transactional,

transformational and charismatic leadership. Here is the explanation of these strategic

leadership styles.

Transactional leadership refers to the process by which leaders deliver reward based

transactions to followers for motivating them to achieve the desired targets and goals

(Smith et al., 2004). The existing volume of research on transactional leadership has

aimed at contingencies and reinforcement such as performance of followers in response

of rewards such as appraisal and recognition by leaders. In addition, it also emphasizes

prevention of specific behaviors of followers to get the desired goals and rewards (Bass,

1985 and Bass et al., 2003). The rationale of transactional leadership is not very

complicated rather simple. The followers who perform their tasks and responsibilities in

an effective manner are rewarded by leaders. This leadership style is effective to

motivate followers in short time and get their desired performance.

The transformational leadership refers to the process that binds followers and leaders

into a coherent link (Sashkin & Sashkin, 2003). Within this leadership style, the critical

thing is to develop a vision, communicate it and inspire followers (Goldman & Casey,

2010; and Sashkin & Sashkin, 2003). The researchers have also suggested that

transformational leadership promotes organizational change by delivering energy to

followers (Tucker & Russell, 2004). This leadership is important for followers to get

identified with organizational vision, mission and values. The identification of followers

with such aspects is critical at strategic level of leaders where they are supposed to

perform. This is because unless followers do not get identified with organizational

values and mission, they cannot deliver optimal output and show commitment with the

organization. In the same vein, Yukl (2006) has also suggested that transformational

leadership us important for encouraging followers, influencing them, and invoking higher

level needs in followers. Overall, the transformational leadership style is effective for

followers to outperform for attaining desirable goals.

The charismatic leadership is defined as the one that involves inspiring followers by

sharing common vision and values with them (Murphy & Ensher, 2008; and Smith et al.,

2004) and also to have collective focus towards organization (Bligh & Robinson, 2010).

This suggests that charismatic leadership involves collaborative actions by leaders and

followers. Seyranian & Bligh (2008) have also suggested that charismatic leadership

incorporates use of influencing language in order to build support for followers.

Charisma can be regarded very important for leaders to influence their actions and

implement strategies of the organization in an effective manner. Cannella & Monroe

(1997) argued that decision making role of leaders is less emphasized in this leadership

style.

Effective Strategic Leadership Model

Effective leadership is regarded as basis for appreciating different aspects of

organization, business environment and people. In order to demonstrate strategic

leadership phenomenon in an appropriate manner, effective leadership model has been

proposed by Hitt and Ireland (1999). This model provided the theoretical foundation to

this topic and it provides a practical approach for identifying nature of leadership. Ireland

and Hitt (1999) explored strategic leadership as “the ability to anticipate, envision,

maintain flexibility, think strategically, and work with others to initiate changes that will

create a viable future for the organization” (p. 43). They suggested that strategic

leadership can be one of the important issue faced by organizations in the current era.

They believed that without understanding and implementing strategic leadership

framework, the possibility that an organization will gain superior performance will be

minimized.

In the context of challenges faced by organizations in turbulent business environment,

Hitt and Ireland (1999) suggested six components of effective strategic leadership.

These components included: 1) determining purpose and vision of the organization, 2)

identifying and exploiting organizational competencies, 3) developing human capital

base, 4) developing and sustaining organizational culture, 5) focusing ethical practices

and 6) maintaining balance between control measures of the organization. All these

components of strategic leadership lead towards superior performance of the

organization.

Hitt & Ireland (1999) have suggested that the top managers feel it impossible to get

answers of all queries, be willing to work and learn with followers, and to understand

uncertainties faced by organizations. In this respect, all these aspects effect top as well

as lower management of the organization. The strategic leadership is about developing

groups within organizations who accept their tasks and responsibilities for attaining

desired outcomes and seek to learn from others. The authors argued that to be an

effective leader, a person needs to take decisions, execute leadership by interacting

with others through sharing vision and delivering knowledge to others (Hitt & Ireland,

1999). The interactions among leaders and followers occur when leaders and

stakeholder groups interact and agree on satisfying interests of each other (Hitt et al.,

2005).

Strategic Leadership competencies

The empirical and theoretical research findings on strategic leadership competencies

and values have been comparatively limited. Therefore, there is need to conduct

substantial research on micro levels on this topic area. From perspective of culture,

Schwartz (1999) proposed a topology of cultural value in terms of autonomy, harmony,

egalitarianism, conservatism, intellectual autonomy, hierarchy and mastery. Contrary to

this, Sosik (2005) proposed that the personal values of managers such as traditional

values, collectivism, individualism and self enhancement are linked with the perceptions

of subordinates and these are further related with efforts of subordinates, managerial

performance, and citizenship behavior of subordinates. This implies that competencies

of leaders do have influence on organizational outcomes. Cha & Edmondson (2006)

suggested that often charismatic leaders face risk of producing disenchantment in

employees when they are hypocritical to values of organization as consequence of

failures for delivering commitments in changing environment.

Organizational Performance

The research on strategic leadership has emphasized on evaluating organization’s

financial outcomes in relation to leadership styles. The indicators of organizational

performance, as identified by Hambrick & Mason, 1984 included survival, growth and

profitability. These performance outcomes mainly relate with the organization’s strategy.

The stakeholder theory suggests that organizations and leaders are responsible to a

large number of stakeholders (Maak, 2007). Contrary to this, there is literature evidence

that strategic leaders emphasize heavily on economic outcomes rather than

noneconomic outcomes (Agle et al., 1999; Jawar & McLaughlin, 2001). This elaborates

the idea that several organizations are assessed on the basis of their ability of value

creation, specifically for shareholders. Maak (2007) has also revealed that the leaders

and organizations are increasingly accountable for their tasks and fail to focus on

interests of large number of stakeholders and society at large. This also strengthens the

idea that leaders need to get a broader view of organizational performance.

Elkington (1994) revealed that triple bottom line is important for assessing the

performance effectiveness. These aspects include financial, environmental and social

performance indicators. Contrary to this, another literature stream suggests that

organizational performance is related with planet, people, and profit (Fry & Slocum,

2008; Slaper & Hall, 2011). In this respect, McWilliams & Siegel (2011) argued that

these performance measures are viewed differently by different stakeholder groups.

The financial performance measures may include return on investment, profits,

revenues, and return on assets. Schwartz & Saiia (2012) suggested that most of

performance measures of organizations are financial that further focus on maximization

of profits. Contrary to this, another literature stream has emphasized that organizational

performance is also related with social measures such as charitable contributions,

community support, wellbeing of employees and organizational commitment (Fry &

Slocum, 2008; and Slaper & Hall, 2011).

Pharmaceutical SMEs LR

Rzziq (2014) has conducted an empirical study to investigate the relationship between

firm size and management systems in perspective of Pharmaceutical industry of

Pakistan. This study identified that there exists partial relationship between form size

and leadership and management system. This suggests that it cannot be theorized that

a small firm has high influence of leadership than a large firm.

Relationship between Effective Leadership & Organizational Performance

A substantial literature stream has elaborated relationship between leadership styles

and organizational performance. For instance, Bass (1985) suggested that there is

positive relationship between transactional leadership and performance of employees.

However, he further elaborates that the effectiveness of leadership style reduces when

contingencies are involved. In the same manner, Ng & Sears (2012) have also

proposed positive association between diverse practices of leaders, social values and

outcomes of transactional leadership. Some authors reveal that the transactional

leadership is often limited to show its results; hence it is unfavorable to produce positive

organizational outcomes (Tucker & Russell, 2004; Vera & Crossan, 2004).

Bass et al (2003) and Geyer & Steyrer (1998) suggested that the performance

outcomes of transformational outcomes are more visible and sustainable as compared

to those of transactional leadership. They also emphasized that transformational

leadership influences mind set and perception of employees and organizational culture

positively. A profound literature stream revealed that transformational leadership is

positively linked with the performance of employees (Nemanich & Keller, 2007; Piccolo

& Colquitt, 2006), job satisfaction (Walumbwa et al., 2004), identification with

organization (Epitropaki & Martin, 2005), and organizational commitment (Walumbwa et

al., 2004). Contrary to this, Waldman & Yammarino (1999) suggested that charismatic

leadership influences organizational culture to bring desired results. Moreover, Rowold

& Heinitz (2007) pointed that this leadership style enhances operational performance

and motivation level of employees. Waldman et al (2001) have also identified positive

relationship between charismatic leadership and net profit margin.

Summary & Implications

On the whole, effective leadership has been demonstrated from multiple perspectives

within recent literature. It has been noted that effective leadership can emerge in any of

styles such as transactional, charismatic or transformational. On the whole, the

literature findings revealed that leadership styles influence organizational performance

in multiple respects. In this way, leaders can amend their leadership style in such a

manner that maximizes organizational outcomes.

Chapter Three: Methodology"Methodology is the frame of reference for the research which is influenced by the

'paradigm in which our theoretical perspective is placed or developed'."

(Walter, 2006, P.35)

Introduction

This particular research chapter has been outlined to demonstrate methodology of the

study. Research methodology refers to the specific methods, approaches and data tools

by which a study has been conducted. It is important to justify the choices of research

methods, approaches and tools made for conduction of a particular study. This is

because without justification of choices, it is difficult to justify answers of research

questions. This particular study has been conducted to evaluate and assess the impact

of strategic leadership on performance of the organization. In this respect, relevant

research methods and approaches have been adopted to get aim of study.

This particular chapter starts with the introduction of research methodology. Further this

chapter extends to specific methodological framework of the study. In this section,

specific elements of research methodology including research design, methods,

approaches and data collection tools have been elaborated. In addition to this, sampling

decisions and data analysis decisions are also made in this chapter. This section has

been justified in the light of research aims and objectives. Further, this chapter extends

to demonstration of ethical considerations undertaken by researcher for this particular

study. Finally, conclusion of chapter has been presented to elaborate its linkage with the

next section.

Research PhilosophyResearch philosophy refers to the overall framework, perception and assumptions

undertaken by researcher for conducting a particular study (Cohen et al., 2007). This

also outlines the overall methodology by which data is collected and analyzed to reach

at the conclusion of study. Moreover, it also elaborates beliefs of researchers regarding

the study (Bryman & Bell, 2011). This particular study has been conducted by adopting

Epistemology that is specifically related with determination of knowledge in particular

area. There are several philosophical aspects such as positivism and Interpretivism

within Epistemology.

Positivism is the research philosophy that is based on the evaluation of facts and figures

in a scientific manner (Bryman, 2008). The positivism philosophy is a mix of qualitative

and quantitative methods for getting in depth logical results. In this study, the

researcher has not applied this particular philosophy to get detailed and explanatory

view of research problem about strategic leadership and its influence on performance of

pharmaceutical SMEs in Pakistan.

This particular study has been conducted by implementing Interpretivism philosophical

assumptions. Cohen et al (2007) noted that Interpretivism philosophy is based on

interpreting facts and problems from researchers’ point of view. This philosophy is

appropriate for getting detailed explanation of the research questions. By implementing

this philosophical choice, the researcher has interpreted results independently while

taking an in depth view of impact of strategic leadership on performance of

pharmaceutical SMEs in Pakistan. The research methods and data collection tools are

also selected in alignment with the Interpretivism research philosophy.

Research Approach In an alignment with the Interpretivism philosophy, the researcher chose inductive

research approach for evaluating the impact of strategic leadership on performance of

pharmaceutical SMEs in Pakistan. According to Babbie et al. (2006), during the analysis

of qualitative data prominence was placed on inductive approaches. Geoffrey (2008)

suggested that inductive approach is the one in which existing theories are analyzed

and research questions are tested or verified. In the same way, the theoretical basis of

strategic leadership and organizational performance has been analyzed and research

questions are developed for this particular study. The theoretical framework of this study

has been tested through statistical and descriptive methods. In this manner, this study

has adopted “bottom up” approach i.e. inductive approach for analyzing the research

aims and objectives. By studying the theories of strategic leadership (top), the topic has

been narrowed down in perspective of pharmaceutical SMEs of Pakistan. This particular

approach is suitable and aligned with the research philosophy.

Research Methods The research can be conducted by two methods. These include qualitative and

quantitative research methods (Richards, 2005). The quantitative research methods are

specifically based on numerical analysis (Bryman, 2008). These methods are

appropriate for collecting quantitative data and concluding results in numerical way

while establishing of discarding relationship between variables. On the other hand, the

qualitative research is the one which is based on textual explanation of variables

(Richards, 2005). The qualitative research methods conduct non-numerical explanation

of variables of study.

In order to evaluate the impact of strategic leadership on performance of

pharmaceutical SMEs in Pakistan, the researcher has used qualitative methods. By

using this method, the researcher relied on the views and opinions of research

participants for assessing the relationship between strategic leadership and

performance of pharmaceutical SMEs of Pakistan. These research methods have

provided in depth analysis of research problem for this particular study. The use of

qualitative methods is also aligned with the Interpretivism philosophy of study (Richards,

2005). The qualitative data is in the form of texts, observations or photographs. In this

particular study, the researcher has implemented qualitative methods to get non-

numerical data from representatives participants of pharmaceutical SMEs of Pakistan.

In this way, detained and in depth relationship has been evaluated between strategic

leadership and performance of pharmaceutical SMEs of Pakistan.

Data Collection MethodsYin (1994) described six sources of information including archival records;

documentation; physical artefacts; participant observation; direct observation and

interviews. Furthermore, data can be categorized into two types. These include primary

and secondary data. The primary data is the first hand information that is collected by

researchers for the first time. This data do not exist in any prior source (Bryman, 2008).

The collection process of primary data is usually lengthy and difficult because

researchers have to approach participants for getting desirable information. However,

this data has high originality because it is in the raw form and unprocessed. On the

other hand, the other form of data is the secondary data that exists in earlier sources in

the form of theories and models (Bryman, 2008). This form of data is the prior

evaluation of variables by researchers and scholars. The collection of this form of data

is not a difficult process because it is readily available in books, research papers, data

bases and journals (Dallas & Grimmer, 2007). The originality of this form of data is low

because it is already interpreted and assessed by previous researchers and scholars.

In this particular study, the researcher has used mix of primary and secondary data to

find relationship between strategic leadership and performance of pharmaceutical SMEs

of Pakistan. The primary data has been collected through interview tool. The interview

tool is appropriate for getting in depth analysis of research problem about strategic

leadership and performance of pharmaceutical SMEs of Pakistan.

The semi structured face-to-face interviews are appropriate for getting detailed data in

short time duration. For collecting primary data, the researcher has developed an open-

ended questionnaire. This questionnaire included questions about strategic leadership

and performance of pharmaceutical SMEs of Pakistan. This questionnaire provided in

depth, qualitative and textual information about research problem.

There have been several pharmaceutical SMEs in Pakistan. The large population of

SMEs makes it difficult for researcher to get data from all of them. To get data for this

study, the researcher targeted SMEs in the major city of Pakistan. In this respect,

Lahore has been chosen where several pharmaceutical SMEs operate. From this major

city, the researcher chose sample of 12 pharmaceutical companies. This sample size

has been chosen randomly to collect data. This sample has been chosen by

convenience sampling approach. Only those companies are chosen that are easily

accessible for data collection purpose. This sampling approach is appropriate to get

desired data in short time duration. This sampling technique has been preferred over

other techniques because it is not complex to understand. Moreover, on basis of

accessibility of management, the researcher can choose sample subjects by using this

technique.

For collecting primary data, the researcher targeted senior management of chosen

pharmaceutical SMEs of Pakistan. The senior management has been chosen for this

study because it can provide reliable and accurate information regarding leadership

practices and styles prevailing in the organization. In addition to this, the senior

management is also an appropriate choice to get information about performance

aspects of pharmaceutical SMEs.

Data Analysis MethodsData analysis consists of categorizing and examining the evidence to tackle the early

proposition of the research. For analyzing results of interviews, the researcher chose

explanatory methods of data analysis. Through this data analysis approach, the

researcher has become able to get in depth and logical interpretation of strategic

leadership and performance of pharmaceutical SMEs of Pakistan. Besides this, the

researcher has also interpreted results in a descriptive manner. By organizing interview

data, the researcher has cross compared results and found specific themes within data

to find result. This analysis approach is also aligned with the research philosophy and

research methods used in this particular study.

Theoretical Framework of The StudyThis particular study has been based on the evaluation of impact of strategic leadership

on performance of pharmaceutical organizations in Pakistan. Specifically, the SMEs in

the pharmaceutical industry of Pakistan are targeted in this study.

Figure 3.1: Effective strategic leadership - researcher's compilation

Measurement of Key VariablesThe two crucial variables indentified for this study as mentioned below:

1. Strategic Leadership

2. Organizational performance

In order to analyse variables following questions are developed as below:

EFFECTIVE STRATEGIC LEADERSHIP PRACTICES

(Five practices)

ORGANIZATIONAL PERFORMANCE

(Growth Perceptive)

Table 3.1: Questionnaire

QUESTIONNAIRE

1. Tell me about your position and role in the organization?

2. For how many years you have been serving in the organization?

QUESTIONS ABOUT EFFECTIVE STRATEGIC LEADERSHIP PRACTICES:

Determining Strategic Direction

3. Who is responsible in the organization for developing long term plans?

4. How are long term directions taken within your organization?

5. How will you make assessment of threats and opportunities faced by the

organization?

6. How is organizational vision communicated across the organization?

Establishing Balanced Organizational Controls

7. What type of control measures are taken in the organization for checking

organizational outcomes?

8. Who is responsible for assessing and monitoring organizational outcomes?

Effectively Managing the Firm's Resource Portfolio

9. What are core competencies of the organization?

10. How is human capital managed within the organization?

Sustaining an Effective Organizational Culture

11. Which communication strategy is followed within the organization? Open or close?

12. How are employees encouraged and motivated to perform better?

13. Do you think preserving organizational culture is associated with better performance

of the organization?

14. How is organizational culture sustained even in changing external environment?

Emphasizing Ethical Practices

15. Which ethical standards are critical for your organization?

16. How are employees influenced to follow ethical standards of the organization?

QUESTIONS ORGANIZATIONAL PERFORMANCE:

17. How has organization performed over the years in terms of revenue growth?

18. How has employee productivity improved over the years?

19. How do you relate organizational performance with the leadership followed in the

organization?

Ethical Considerations The research ethics have been defined by Bryman and Bell (2003) as moral practices,

principles and code of conduct for undertaking a particular study. Ethical considerations

also refer to specific principles that differentiate right and wrong practices of a specific

conduct. In this particular study, the researcher has adopted particular ethical norms

and practices by which an honest, fair and justified study has been conducted.

Specifically, the researcher remained alert and mindful during the whole process while

demonstrating multiple roles.

Denzin and Lincoln (2000) defined accuracy; informed consent; confidentiality and

privacy; and deception as four primary guidelines for ensuring ethical conduct during

research process.

In the process of data collection, the researcher remained concerned for protection and

security of data provided by participants. Before collection of data, the researcher

attained formal permission letter from all selected SMEs for conduction of interviews.

The researcher attained permission from all participants for taking part in data collection

phase. In this respect, he did not pressurize or influence nay participant rather it was

free consent of participants to provide information about leadership strategies and

organizational performance of SMEs. The researcher followed informed consent

principle in this study. In this regard, he informed all participants about aims and

objectives of study and also about purpose of data collection. The participants of study

were also given freedom to quit in any phase of interview.

The researcher also assured all participants about secrecy and privacy of data. In this

respect, anonymous data has been collected that does not show the identity of any

participants. In addition to this, the researcher has also kept data in password protected

system so that interview data cannot be leaked to any third party. The findings of this

study are used for academic purpose only. Moreover, the research participants were

also allowed to check the interview transcripts for verifying correctness of data provided

by them.

The researcher has also remained ethical in perspective of intellectual property rights.

He has openly acknowledged the contributions of previous scholars and researchers.

Throughout the study, the researcher has appropriately cited all secondary data sources

in Harvard format and cited all secondary data sources within text as well as in the

reference list.

Finally, during data analysis phase the researcher remained honest and ethical. In this

respect, he has interpreted data findings in an honest and fair manner without unfair

interpretation. He has not undertaken any practice to mislead readers and reach at

biased results. Ethical actions build and enhance sense of collaboration and trust in

those participating in the research process, along with strengthening abilities of decision

maker (Mele & Guillen, 2006).

Besides this, the researcher has also taken approval from university through Ethical

Form before conduction of the study. After getting Ethical approval regarding research

methods, data collection tools and analysis approach, the researcher has started this

study.

Chapter ConclusionIn conclusion, it has been said that the research methodology is aligned with the overall

research purpose. The aims and objectives of study are considered while making final

choices about research approach, methods and data collection tools. The use of

qualitative methods, interview tools and research approach is aligned with the research

philosophy and aims and objectives of study. In the next section of study, the

researcher has tabulated and analyzed the findings of data that is collected through

structured interviews with the management of pharmaceutical SMEs in Pakistan.

Chapter Four: Findings & Discussion

Introduction

This particular study has been based on leadership impact on organizational

performance in the context of SMEs in Pakistan. For achieving this aim of study, the

researcher has conducted interviews with the senior management of pharmaceutical

SMEs in Pakistan. 8 interviews have been conducted with the senior management to

get in depth information regarding leadership style followed in them. In this section, the

researcher has presented and analyzed research findings to reach at the conclusion

about impact of leadership in pharmaceutical SMEs in Pakistan. The first section of this

chapter is based on presenting findings whereas the next section is based on analysis

of the findings in a descriptive and critical manner.

Background

The study has been based on the pharmaceutical industry of Pakistan, specifically in

the SMEs. The pharmaceutical industry in Pakistan has been growing with the entry of

international companies. At the same time, several SMEs have also been operating in

this industry. However, recent studies have specified that pharmaceutical industry in

Pakistan have been facing critical issues such as low employee satisfaction, low

productivity and low performance (Bilal et al. 2011). It has also been noted in previous

studies that SMEs in the pharmaceutical industry are more vulnerable to low

performance and critical issues because of lack of resources and ineffective leadership

(OECD, 2009). Although this sector has been facing critical issues, yet its importance

for the development of economy cannot be denied as it provides opportunities of

employment (Sebone & Barry, 2009). In this respect, the role of leadership needs to be

explored in the context of Pharmaceutical SMEs of Pakistan. This particular study has

explored the impact of leadership on performance of SMEs through qualitative findings.

The next section is based on presentation of findings of this study.

Findings

Tell me about your position and role in the organization?

The results have revealed that 1 respondent was serving the firm a regional manager. 3

respondents were serving their respective firms as managing directors. In addition, 3

respondents were serving as CEOs and the rest of the respondents were serving as

directors. This suggests that all respondents were at senior positions in the

pharmaceutical SMEs.

Regional Manager Managing Director CEO Director 0

0.51

1.52

2.53

3.5

1

3 3

1

Position and role in the organization

For how many years you have been serving in the organization?

The results of survey have indicated that 3 of interview respondents were serving the

organizations for 0-5 years. There were 3 respondents who were serving in their firms

for 6-10 years. Only one respondent was working in the firm for 11-15 years. Moreover,

only one respondent was serving the organization for more than 15 years.

0-5 yeaers 6-10 years 11-15 years Above 15 years 0

0.5

1

1.5

2

2.5

3

3.53 3

1 1

Years of Service


Who is responsible in the organization for developing long term plans?

It was found that in 1 organization, general management is responsible for developing

long term plans. On the other hand, in 4 firms, company directors develop long term

plans. In the rest of firms, top management such as CEOs are responsible for deciding

long term plans.

General Managerial Level Company directors Top Management 0

0.51

1.52

2.53

3.54

4.5

1

4

3

Who is responsible in the organization for developing long term plans?

How will you make assessment of threats and opportunities faced by the

organization?

It was found that in 2 organizations, there is no assessment tool for assessing

weaknesses and threats in the external environment. In one firm, current performance is

matched with already developed standards to assess potential limitations. The results

also noted that in two organizations, detailed competitor analysis is conducted for

threats analysis and seeking opportunity through business environment scanning.

However, in one firm, time to time threats are assessed but there is no clarity of

assessment criteria.

How is organizational vision communicated across the organization?

In response to this question, the results have indicated that in three firms, organizational

vision is communicated from top to bottom level but there is no specific clarity in

communication strategy. In three meetings, monthly meetings are held for

communicating organizational vision. In rest of the organizations, presentations and

meetings are held to communicate employees about organizational vision.


What type of control measures are taken in the organization for checking

organizational outcomes?

In response to this question, the results have revealed that in 5 firms, current

performance is measured with the already developed standards. In 6th firm, financial

performance outcomes are assessed and compared through financial statements. In the

7th firm, reactive management style is adopted for measuring outcomes. In the 8 th firm,

the financial performance, productivity performance and task competition are adopted

as control measures.

Who is responsible for assessing and monitoring organizational outcomes?

In response to this question, the results have revealed that top management is

responsible for assessing and monitoring organizational outcomes. In one firm, specific

committees are responsible for assessing and monitoring organizational outcomes. In 3

firms, middle management such as supervisors is responsible for monitoring

organizational outcomes. In the rest of firms, bottom to top level management is

responsible for measuring organizational measures.

Top management Bottom to top managerial level

Specific committees Middle managers0

0.51

1.52

2.53

3.5

1

3

1

3

Who is responsible for assessing and monitoring organizational outcomes?


What are core competencies of the organization?

It was found that in 4 firms, employee training, development and skilled workforce are

core competencies. In 2 firms, friendly workplace environment is the core competency.

In one firm, market research is regarded as core competency whereas in the rest of the

firm, strong IT infrastructure is regarded as the core competency.

How is human capital managed within the organization?

In response to this question, it was found that 2 firms in sample neglect human capital

management. In 2 firms, training and development aspects are considered for

managing human capital. In one firm, training & development, incentive plan, and good

performance reward systems are taken for managing human capital. In two firms,

reward strategies are developed to manage and motivate staff. In one firm, full

guidelines and clear information is provided for managing human capital.


Which communication strategy is followed within the organization? Open or

close?

In response to this question, it was found that in 3 firms, open communication strategy

is followed in which employees and senior management is given freedom to

communicate with each other. In 2 firms, communication is hidden. In the rest of

organizations, mixed communications strategy is followed.

Open Hidden Both0

0.51

1.52

2.53

3.5 3

2

3

Which communication strategy is followed within the organization? Open or close?

How is organizational culture sustained even in changing external environment?

In response to this question, the results have indicated that in three firms, no measure is

taken for sustaining organizational culture. In 4 firms, continuous adjustments are made

for sustaining organizational culture. One of the sample firms minimizes negative effects

of external environment to sustain cultural values.

No measure taken Minimize negative effects Contonuous adjustment 0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

3

1

4

How is organizational culture sustained even in changing external environment?


Which ethical standards are critical for your organization?

In response to this question, the results have indicated that different ethical standards

are taken. In one firm, quality products production for human life safety instead of high

profit through unethical means is taken as ethical measure. Only one firm does not

adopt any ethical standard. In three firms, specific ethical standards are taken and

followed. In one of the interviews, the respondent revealed that trust, follow government

and environmental laws are considered by the firm. One firm emphasizes on honesty

whereas the other one emphasizes wellbeing of customers as ethical standards.

How are employees influenced to follow ethical standards of the organization?

In response to this question, the results have indicated that different strategies are

adopted by pharmaceutical firms for influencing employees to follow ethical standards.

Most of the organizations revealed that ethical guidelines are developed and

communicated across organization to influence employees to follow them. Moreover,

motivational practices and regular communication strategies are followed for

communicating employees to follow ethical standards.


How has organization performed over the years in terms of revenue growth?

In response to this question, the results have indicated that 4 organizations out of 8

have performed on average level as compared to industry scales. 2 of the firms have

performed below average of the industry ratings. The rest of the organizations have

performed above average to industry standings.

Average Above industry average Below average 0

0.51

1.52

2.53

3.54

4.54

2 2

How has organization performed over the years in terms of revenue growth?

How do you relate organizational performance with the leadership followed in the

organization?

In response to this question, the results have indicated that most of organizations

consider leadership as effective indicator behind organizational performance. It was

elaborated by one of respondents that the old management was ineffective and recently

new management took over to improve organizational performance. One of the

respondents said that very strong relation exists between effective leadership and

organizational performance. All the rest of respondents emphasize that effective

leadership is critical for generating good performance.

Discussion

From interview results, it was found that most of respondents have been serving on

senior management positions in the respective pharmaceutical SMEs. Moreover, their

experience in the organizations is also of appropriate duration. Hence, their responses

are worthwhile for discussing impact of leadership on performance of SMEs.

Leadership is one of the critical aspects behind organizational performance. For

evaluation of this aspect of leadership, effective leadership model proposed by Ireland

et al (2012) has been implemented in this study.


The results of the interview have revealed that strategic directions in pharmaceutical

SMEs of Pakistan are mainly taken by senior management. Senior management is

responsible for developing long term plans in organizations. This is one of the critical

areas of organizations that directs organizations what to attain in future. In perspective

of this study, it was found that in some pharmaceutical SMEs, there is no appropriate

way of making assessment of strengths and weaknesses faced by organizations.

Moreover, the organizations where assessment measures are taken, detailed analysis

is not made by management. This is because mere feedback from employees and

environmental scanning cannot assess the forces impacting the organizations. This

suggests that leadership within pharmaceutical SMEs has not been developed

effectively to take strategic directions for future. Ireland et al (2012) have also pointed

that lack of strong leadership is less likely to develop effective plans that lead

organizations to success


Effective leadership manages resources of organization in a reasonable and effective

manner. From perspective of this study, it was found that pharmaceutical SMEs in

Pakistan have different competencies for attaining organizational goals and objectives.

Having trained and talented employees is more likely to be a sustainable competency

for pharmaceutical SMEs. This is because skilled employees have more potential to

adapt to changing environment and competition. On the other hand, pharmaceutical

SMEs that have IT and research and development are more likely to excel competitors

because they have resources for innovation in the industry. Waldman et al (2006) also

denoted that research and development is critical for pharmaceutical firms to promote

innovation and creativity. Regarding human capital management, it was found that 25%

firms of sample do not focus on this area. These firms can have low performance

because their employees do not have updated skills and knowledge. Through training

and development of employees, firms can have good performance. On the other hand,

managing human capital through reward system is more likely to motivate employees of

pharmaceutical SMEs. Nemanich & Keller (2007) have also noted that motivating

employees is an important character of effective leadership.


From perspective of this study, it was found that most of pharmaceutical SMEs have

adopted ordinary control measures such as matching with current standards monthly,

comparing financial productivity with the standards and reactive control measures.

These ordinary control measures cannot be effective to deal with the emerging threats

and challenges in the competitive environment. Contrary to this, if pharmaceutical SMEs

adopt proactive control measures, it will be more effective to cope with the challenges of

competitive environment. The assessment and monitoring organizational outcomes is

mainly done by top management, middle management and specific committees in the

pharmaceutical SMEs in Pakistan. In this respect, it can be suggested that engagement

of senior management in assessment activities may divert attention of leadership from

core activities. Previous studies have also suggested that leadership with proactive

strategy can be effective to deal with the challenging competitive environment

(Nemanich & Keller, 2007).


Organizational culture is an important pillar behind organizational success. The external

environment of organizations changes abruptly which pose threats for managing

organizational culture. In this respect, the results have revealed that most of

pharmaceutical SMEs in Pakistan adapt to changing environment continuously. This

strategy can be effective to make relevant adjustments in the culture for attaining

organizational outcomes. However, some firms have not taken any measure for

sustaining culture. These organizations may not respond to the environmental

challenges in an effective manner as their cultural values are fixed and do not involve

adaptive measures. Besides this, the results have also noted that 3 pharmaceutical

SMEs have open communication strategy whereas same numbers of companies have

mixed strategy i.e. open and hidden. Having open communication strategy is more likely

to engage senior management with the lower end employees. Consequently,

organizational vision is shared effectively across the firms and employees will have

more clear view of organizational targets. Open communication strategy is one of the

characters of transformational and charismatic leadership that positively influences

organizational performance (Rowold & Heinitz, 2007). Previous studies have also noted

that effective leadership is the one in which leaders openly communicate with

employees and continuously motivate them to attain organizational tasks (Bilal et al.,

2011).


It was found that most of pharmaceutical SMEs have adopted effective ethical

standards such as quality standards and well being of customers. These ethical

standards are important to develop an effective workplace environment and also to

deliver quality products to customers. It is important to note that effective leadership

develops and communicates ethical values across the workforce and motives them to

follow such standards (Irelandet al., 2012). In perspective of this case, it has been

deduced that pharmaceutical SMEs which have open and mixed communication

strategy are more likely to practice ethical values in an effective manner.


Regarding performance of pharmaceutical SMEs, it was found that most of firms have

performed on average basis. The firms where human capital is managed effectively,

open communication strategy is followed and effective control measures are taken have

performed above industry average. On the other hand, organizations where

transformational leadership traits are followed have performed better than the others.

The respondents of interviews have also suggested that leadership influences

organizational outcomes to considerable extent. Previous theoretical findings have also

supported this evidence that effective leadership enhances organizational performance

(Nemanich & Keller, 2007).

Linkage

On the whole, the results have indicated that the effective leadership is necessary for

good organizational performance in the pharmaceutical SMEs of Pakistan. Through

analysis of findings, it has been derived that effective leadership lacks certain limitations

in the pharmaceutical SMEs of Pakistan which resulted in average and below average

performance of firms. In the next section, conclusion of study has been derived.

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