Transactional and Empowering Leadership as Two Modified Variables for the Relationship between Strategic Intelligence and the Strategic Map


The research focuses on the knowledge of the impact of strategic intelligence in increasing the efficiency and effectiveness of the organization on implementing the strategic map properly. Also the research aims to determine the role of the two modified variables transactional leadership and empowering leadership in the relationship between strategic intelligence and the strategic map. In order to achieve this, the dimensions of strategic intelligence (Foresight, Future Vision, Systems Thinking, Motivation, Partnership, Intuition, and Creativity) were adopted. The strategic map was taken as a dependent variable with its dimensions (Financial, Customers, Processes and Operation, Growth and Development). The transactional Leadership was adopted as the first modified variable with its dimensions (Provide Performance Requirements, Conditional Reward, Conditional Punishment, Active Exception Management, and Static Exception Management). Empowering Leadership has been taken as a second modified variable with its dimensions (Leading by Example, Participative Decision-Making, Coaching, Informing, and Showing Concern/Interacting with The Team). The General Company for Automotive Industry in Babil Governorate was selected for research through a questionnaire that included (257) employees working in administrative positions. The modified analysis, some descriptive statistics, and simple and multiple regression analysis were used. A number of points were reached, the most important of which is to focus on the implementation of strategic maps in Iraqi organizations and to develop the dimensions of empowerment leadership among employees. The effective role of strategic intelligence in achieving the right dimensions of the strategic map was achieved through the empowerment of leadership.