While some organizations realize the important role of strategic planning (SP) and leadership in influencing their business performance, it is unknown what SP dimensions and leadership style are required to improve the performance of banking institutions. The purpose of this study is to investigate the effects of transformational leadership (TL) style and SP dimensions (strategic planning level, implementation and barriers) on organizational performance. To this end, a self-administered questionnaire is distributed to a sample of 246 managerial employees from private banks in Yemen. The analysis with structural equation modelling using partial least squares indicates that TL style and SP dimensions significantly influence the performance of Yemeni banks. The results reveal that TL and SP dimensions are profoundly needed to enable Yemeni banks to propel to improved bank performance. The results draw several pertinent implications for decision makers that will help enhance the performance of the banking sector. Limitations from the findings and recommendations for further research are put forward.

This study unraveled the effects of strategic management and organizational culture on organizational performance. It also determined the most triggering predictor of organizational performance. In this study, strategic management focused particularly on the formulation and implementation strategy. A number of 291 officers from government organizations participated in this study. Self-administered questionnaire was employed for the data collection. The analysis revealed that the performance of government organizations was impacted by organizational culture, dimensions of formulation and implementation strategy. Organizational culture emerged as the most triggering predictor on organizational performance. The study concludes with some implications for practice and theory.

Rapid economic changes and globalization have triggered urgent response from firms to devise ef-fective strategies in improving performance and ensuring long-term survival. This study examined the influence of environmental strategy and competitive advantage on business performance. Subsequently, it determined the different effects of environmental strategy and competitive advantage on business performance. This cross-sectional study involved a total of 222 hotel managers as respondents. Data in the study was obtained via self-administered questionnaires. Partial Least Squares (PLS) analysis was used to test the hypotheses of study. Findings of this study revealed the significant and positive effects of environmental strategy and competitive advantage on business performance. Competitive advantage has been found to contribute towards a higher variance on business performance than environmental strategy. Results obtained have proven the robustness of the theory applied in this study to explain the business performance of the tourism industry in the context of a developing country. The results close the gaps in previous research findings that will add to the current body of knowledge.