Publication Details
Abstract
This paper scrutinizes the impact of planned vision on the possible alignment between formulation of strategy and the execution of strategy, with special focus on the sustainability of business practices. Applying a mixed-methods research approach, the numerical phase included a survey of various responses from 200 managers as well as strategic major stakeholders, whereas the narrativepart focused on specifically 50 case studies of sustainability-inclined firms. Regression analysis showed that though individuals concepts like clarity of vision and alignment indicated weak direct numerical value, the general model presented the essence of leadership style, change management maturity and communication frequency. Similarly, the thematic analysis exposed the occurrence of some major themes which include; transparent communication, organizational readiness for change and leadership commitment as the main facilitators of an effective and successful leadership execution. These results suggest that covering the gap between strategy formulation and implementation needs more than just the establishment of a planned vision, but rather the inclusion of operational attachment. The implications of the study may also include the demand to improve strategic leadership improvement and the internal procedures in consonance with sustainable visions.