An investigation of the effect of competitive strategies in organizations on organizational performance in the context of leadership styles and leadership tasks

Competitive businesses need strategy implementation in order to increase their performance. Studies are carried out to show that competitive strategies and leadership practices can increase organizational performance. In this context, the main purpose of the research is to examine the mediating roles of leadership styles and leadership tasks in the impact of competitive strategies on organizational performance. The scope of this research consists of the first 1000 businesses operating in the industrial sector. The data were obtained by surveying the top, middle and lower level managers. The survey was completed with 410 people selected by simple random sampling. In the light of the data obtained, the relationships between variables were analyzed by correlation analysis, and the hypotheses related to the proposed model were tested with regression and structural equation modeling analysis. As a result of the study, it was determined that there is a low and medium level positive relationship between all variables. It has been determined that leadership styles do not have a mediating effect in the impact of competitive strategies on organizational performance, on the other hand, leadership tasks have a mediating effect. However, it is found that competitive strategies have a positive impact on organizational performance. It has been determined that leadership styles decrease organizational performance, on the other hand, leadership tasks increase organizational performance. Key Words: Strategy, Competitive Strategy, Leadership Styles, Leadership Duties, Organizational Performance, Balanced Scorecard