The Role of Strategic Leadership In Organizational Performance

The study aimed to analyze the role of strategic leadership relationship with the Organizational performance of a number of private banks in the governorates of Erbil and Sulaymaniyah. The general framework of the study is determined through the problem of the applied study by asking questions about the nature of relationships and the effect between the study variables. For this purpose, a model was designed to express the relationships and influence, and a set of hypotheses were formulated as possible answers to the study questions. To ensure the validity of the hypotheses, they were subjected to multiple tests through the statistical program (SPSS). The study adopted the descriptive and analytical approach, and the field of application represents (11) private banks from the governorates of Erbil and Sulaymaniyah for a research community. The sample of the study reached (92) managers. The study reached a set of conclusions, the most important of which is the existence of correlations and influence between the two variables. The study presented a set of proposals, the most prominent of which is the necessity of working to


Introduction
Nowadays, the organizations are in a highly competitive working environment, hence, they need to adopt new methods of leadership including strategic leadership. The subject of strategic leadership is something new for the researchers. Generally, the subject of leadership is one of the subjects that have received general and scientific attention, and with the continuous changes in the working environment of the organizations, the importance of research about leadership is continuous, and most of the researchers tend to study either new theories of leadership or the strategic leadership in light of the dynamical business environment. Also, the interest in strategic leadership is due to its impact on the organization's performance and strategy. The organizational performance is closely related to the performance of strategic leader. The ability of leadership is not the only element in its distinctive features, but it is an important element in the organizational performance. With the increasing pressure and the great challenges face organizations nowadays, the need for the organizations to have effective leadership to have a major role in transforming the organization from a state of weakness into a strong and distinct organization. In order to stimulate the organization, there must be a strategic leader who is able to transfer the organizational visions to individuals at the middle and executive levels in relation to the process of excellence and this vision can create an environment of participation and presenting new and creative ideas and create a state to go toward excellency.
As it was mentioned above, the present study consists of four chapters which the first chapter is devoted to the theoretical background, the second chapter includes the related studies and the methodology, chapter three includes the application framework, whereas chapter four is dedicated to analyze the results and giving recommendations. Grass (2010) touched upon these responsibilities where he sees that the most important things that strategic leaders do in presenting officially, shaping culture, building and forming multiple relationships, building and forming relationships at the national level, representing the organization, leading and willing to change.
The practices that Ierland and Hitt have suggested will be adopted in the current research for its inclusion of other contributions and for its appropriateness with the organizational performance indicators that represents the change followed by research variables, each practice will be explained as follows

Specifying the Strategic Direction
That is to say the development of long term strategic vision for strategic intent that reflects the personal opinions of the inspirational leader, if the strategic leader could clarify their personal opinion and participated them with their subordinates then the leaders will get the subordinates' support for the leader's strategic vision which in turn makes the strategic intent a property of the leader's properties, in the same time a mutually understood thing with everyone (Macmillan & Tampoe, 2000, p.74).

Human Resources Development
Includes discovery of core capacity and keeping it and developing human resources, core capacity or core competency indicates mainly to the organization resource and its capability which is considered a source of its competitive property a measure of the competitors in the field of industry thus when the organization gets something of  839 core capacity and takes it as a sign of competition then the organization becomes distinguished from its competitors (Porter, 1996, p.61). While in the same time the literature of strategic management indicates nearing the competition property from the core capacity being representative of the distinguishing of the organization from the competitors, until it gets away from it in framing and showing the properties on the organization level completely if it was looked at as being the outcome to interact its resources and capability to reach the state of distinguishing from others, the core capacity is framed and showing its properties to the tasks inside the organization individually.

Investing Organizational Resources
The high executive leaders hold personal responsibility in developing and reinforcing the ethics in all aspects in the organization, because they have to constantly clarify that the ethical behavior is an axis part for the vision and message of the organization, the strategic leaders can reinforce and ethical behavior through several elements: role models, reward and evaluation system, policies and procedures (Dess et al, 2007, p.402). The organization must include the ethical practices in the axis part of the organizational culture, as well as it being the general frame of the process of decision making in the organization (Hitt et al, 2003, p.400).
Ethics is the fundamental concepts that govern the interactive process between the workers and the organization (Noe et al, 1996, p.23) as well as the principles that govern the interactive process between the organization and the related external parties (Hellaregle & Slocun, 1996, p.146). In the same context (Proctor, 2000, p.133) counted it as the principles that its existence will result in not stirring doubtful questions about using the marketing activities. In spite of this, some indicates that small and medium sized organizations must commit to the ethical elements of working contrary to the large organizations.

Organizational Performance
There are many researches that have been conducted about organizational performance and they are all different in defining it. There are different terms in its 840 fields and dimensions including many similar concepts about it. There some scholars who consider organizational performance as a function of efficiency and others who explain it by the effectiveness of costs and productivity and results. And even competitiveness is totally different. We will try to mention some definitions of organizational performance. Mukhaeer et al (1990) define it as integrated organizations to produced organized works in the light of its interaction with its components such as internal and external environments and its organized performance. According to this definition, there three dimensions: 1. The individual's performance within their organizational units. 2. The performance of organizational units within the general policy for the organization. 3. The performance of the organization within the framework of economic, social and cultural environments.
In this regard David (2001) claims that the organizational performance is the results of activities that meet the goals. Al-Amri (2002) defines organizational performance as the capacity of an organization in meeting the objectives by employing its available resources efficiently and effectively.
As well as the organizational performance is known as achieving the organizational goals by using the resources efficiently and effectively. The organizational performance needs focusing on unique elements that distinguishes the organization from others. And becoming an axis for evaluation. Also it includes financial and nonfinancial indicators, tangible assets and non-tangible assets. It is also about the broad aspects for organizational performance including strategy, operations and human resources (Aish, 2008, p.44).

The significance of Organizational Performance and its Features
The significance of organizational performance is directly connected to achieving goals of the multiple portions of the organization either such goals are shared or addressed, the organization can have a better production. Therefore, analyzing the problems is an important connection between the gap in performance and appropriate procedures to improve and develop performance.
Step 3: Choosing an Intervention or Treatment Method Interfering with the selection is an organized, comprehensive and integrated method to respond the problems of performance and the causes. It is the most appropriate method to overcome the problem. Some procedures often need more than one instrument to improve the performance. The appropriate procedures for the financial situation and the expected costs of an organization depend on the desired benefits. And assessing the level of success of an organization is done by measuring the reduction of gaps in performance which is measured by assessing the improvements and productions that the organization has achieved. Therefore, any strategies for improving and developing the performance should be taken into consideration that may change the goals of the organization.
Step 4: Application After selecting a convenient method, the method is applied. Then, a system is designed to follow-up, analyzing attempts or including the concepts of change that the organization needs in the daily works. And caring about the effects of the direct and indirect issues that the organization need for change so as to ensure the effectiveness and efficiency of the organization.

The problem of study
Banks play an important role in financing economic development plans, and the banking system has started to face many challenges such as increased competition and rapid developments in the environment and the emergence of financial crises,

Vol. (6), No (1), Winter 2021 ISSN 2518-6566 (Online) -ISSN 2518-6558 (Print)
843 forcing them to adopt modern management concepts, so that banks can make decisions to excel and excel over their competitors Based on the above, the current study came to clarify the concepts theoretically and applied and to show the relationship and influence between them by raising the following questions:

Are there correlations and influence relationships between the study variables?
Can these relationships be tested statistically? 2. The second main hypothesis H2 There is a statistically significant effect of the strategic leadership on organizational performance.

CHAPTER 3 THE PRACTICAL ANALYSIS
This chapter is devoted for describing the population of the study and its sample, describing the variables and the diagnosis, and as well as analyzing the results of testing hypotheses of the study. Accordingly, this chapter includes the following sections: Section One: Describing the population of the study and its sample Section Two: Describing the variables and the diagnosis Section Three: Examining the study hypothesis

Describing the Population of the Study and its Sample
This chapter deals with the population of the study and its sample, as well as describing the individual features, therefore, it includes the following sub-sections: First: Describing the population of the study and its sample Second: The individual features of the sample

Describing the Population of the Study
The study population is represented by a number of managers of private banks in Erbil and Sulaymaniyah cities, and this class was chosen because they possess data and information, and they have accurate and clear knowledge about the performance of banks. The number of the banks was (11) that the number of the managers was (106). The researcher distributed (105) questionnaire, (92) questionnaires were retrieved while (91) questionnaires were valid after excluding the incomplete ones. Table (3.1) shows the population of the study and details of the questionnaire distributions:

Gender:
The percentage of male respondents was the highest, as it included approximately (95.6%), while the percentage of females was (4.4%).

Age:
The present study showed that age range (of older than 50 years) of the respondents was the in first group (55.0%). The age range (40-49 years old) was the second group (23%), and the age range (30-39) formed the third group (22%).

Qualification:
The results of the table showed that the majority of respondents hold a bachelor's degree and their percentage was (%46.2), while the percentage of master's holders was (%28.6).

Job title:
The majority of respondents had the position of a department manager (79.1%), while the percentage of those who holding the position of assistant manager was (9.9%), followed by those who holding the position of branch manager was (6.6%), and in the last group was the general managers (4.4%).

Working Experience:
The respondents who had less than 3 years of working experience were (57.1 %), those who had (3 -less than 9 years) working experience as a banker were (37.4 %), those who had working experience (3-less than 12 years) as a banker were (3.3 %) while (2.2 %) of the respondents had (more than 12 years) working experience as a banker.

Working Experience in the Current Position:
The majority of the respondents had experience and were knowledgeable in the banking activities, and this shows the validity of the collected data, as (4.4%) of the respondents had working experience in banks less than (3)  847 respondents had more than 3 years of working experience (95.6%) and (44.0 %) of the respondents had more than 21 years of working experience. Table (3.2) shows that (15.3 %) of the respondents had (3 -less than 9 years) working experience in a bank, (12.1 %) of the respondents had (9-less than 12 years) working experience, (9.9 %) of the respondents had (12-less than 18 years) working experience and (14.3 %) of the respondents had (18-less than 21 years) working experience.

Describing the Variables and the Diagnosis
In this section, the description of the study variables is dealt with based on the results of descriptive statistics, as this section presents the data and the data analysis of the questionnaire. This is done by clarifying the description of the respondents' opinions individuals at the level of each study variables. It was found on the partial and total level, the variable (A5) came in the first level on the basis of the value of coefficient variation is (19.84 %) and (79.1 %) of the respondents agreed with this variable (M= 3.98) and (SD= 0.79). hence, the results show that this variable is crucial for the respondents. Moreover, according to the partial level, the (A2) variable is in last level which its coefficient of variation is (34.21 %) as (35.2 %) agreed with this variable (M= 3.01) and (SD= 1.03). This result shows that there is an agreement among the respondents with a low level.

Investing Organizational Resources
The date from

Description of Procedure Dimension:
The data from Table 3  Source: Prepared by the researcher on the basis of the statistical analysis (SPSS. V.21)

Examining the Study Hypothesis
The present study relies on theoretical principles, in its analytical aspect, to describe the relationships between variables, and in this context seeks to analyze the results of the mentioned relations by conducting statistical analysis, and then finding consistent justifications with the results, in order to verify the validity of its hypotheses. Therefore, this section is devoted to analyze the results of examining the hypotheses of the main and minor hypothesis through the following subsections: First: Analyzing the results of examining the hypotheses of correlation between the study variables.

Performance
The purpose of this variable is to analyze the results of the validity of the second major hypothesis of the study: there exists a positive and moral relation between Strategic Leadership and Organizational Performance, as well as examining the previous minor hypothesis. Table 3.13 shows that the correlation between the examination results on the basis of macro level and on the basis of partial level (dimensions), the analysis is as the followings: 1. On the basis of macro level: The Table 3.9 shows that there exists a positive and moral relation between Strategic Leadership and Organizational Performance as the correlation value is (0.758) on the basis of moral level (0.01). Table 3.9 shows the followings: a. The results revealed that there exists a positive and moral relation between Entrepreneurial orientation and Organizational Performance as the correlation value is (0.596), as there exists a positive and moral relation between Entrepreneurial Orientation and Organizational Performance (Quality, Quantity and procedure) as the correlation value between them respectively is (0.540), (0.527) and (0.617) and these values are significant at (0.01) level. as the correlation value between them was (0.711) on the basis of moral level (0.01). c. The results showed the existence of a positive and moral relation between HRD as one of the dimensions of Strategic Leadership and Organizational Performance as the correlation value between them was (0.688) on the basis of macro level. And the results showed that there exist relations between HRD and all dimensions of Organizational Performance, on the other hand, on the basis of macro level. And the strongest relation achieved between HRD and Procedure dimension as the correlation value between them was (0.671) on the basis of macro level. And on the basis of these results, high levels of Organizational Performance are associated with high levels of HRD practice as one of the dimensions of Strategic Leadership.

On the basis of micro level: The results of
Based on the mentioned results, it can be said that the results of the analysis of the correlation between Strategic Leadership and organizational Performance at the macro and micro levels support the validity of the second study hypothesis, and all the minor hypotheses emerging from it.

Regression Analysis between SL and OP
The data in table 3.10 show the results of regression analysis between the variable SL (overall indicator), as it is indicated that there is a significant effect of SL in OP based on the calculated (F) value which reached (120,297), at the significance level (0.000), and lesser than the significance level of the present hypothetical study and its value (0.05), and the calculated (F) value is greater than its tabular value of (3.95), at freedom degree (1.89), and the significance level is (0.05). The previous result confirms that the calculated (T) value reached (10.968) which is greater than the tabular (t) value (1.66).
The table also clarifies the (Beta) value between SL and OP reached to (0.750), and indicates that a change in SL by one will lead to a change in OP which equals to (0.750), which is a very high percentage that can be relied upon in explaining the effect of SL in OP. The coefficient of determination value (R2) indicates that SL shows (57.5%) of the changes in the OP values, and the remaining range of (42.5%) represents the percentage of the variables that are not included in the present study.

8.
The results revealed different levels of dimensions for each of the three variables studied, as there are dimensions that achieved high levels and others achieved medium levels, and this is an indication of the reliability of the results of the questionnaire.

9.
The results of the statistical analysis showed that the correlation coefficients were significant between the two main variables on the one hand and the subvariables on the other hand, and these results confirm the validity of the correlation hypotheses, meaning that the high level of any variable leads to higher levels of other variables, and thus the banks investigated benefit from the existence of these variables are positive.

Recommendation
1. Banks try to recruit women in order to benefit from their experience and knowledge, as well as benefit from their personal characteristics, especially leadership characteristics and skills, by adopting work according to light working hours or stress hours.

2.
The surveyed banks should encourage their managers to obtain higher certificates and acquire more skills, either by giving them opportunities to complete their higher studies outside or within the region, or their participation in specialized training courses.

Vol. (6), No (1), Winter 2021 ISSN 2518-6566 (Online) -ISSN 2518-6558 (Print)
862 3. Continuing to maintain managers with great experience in the banking sector and to develop plans and programs to activate their role by increasing their functional powers and working according to the work team.
4. The surveyed banks should pay attention to all dimensions of strategic leadership, especially those that achieved lower levels than the rest, due to their important role in performance, by encouraging innovative ideas for managers and giving them the freedom to adopt the appropriate leadership style for their banks in light of changing environmental conditions.

5.
Banks' earnest endeavors to enhance their performance indicators, albeit all at medium levels, by focusing on quality standards and proactively providing various services.
6. Work to invest the strong relationship between the two independent variables in order to raise the levels of performance, as the results showed the high level of correlation between all variables.

7.
The necessity of exploiting the strong influences between the variables at the macro and micro levels and directing these effects to enhance the performance indicators in the banks that were discussed above.