A multitheoretical approach of the leadership in the strategy implementation

Abstract Purpose: This paper expand the field of studies that explores how leader-ship does the strategy implementation (IoS). Originality/value: This study uniquely explores the research gap in the strategy field regarding leadership characteristics and actions that engage people and promote IoS. Design/method/approach: Based on a literature review and synthesis of theoretical approaches, a theoretical model is developed to generate propositions about leadership’s role in the IoS process. This study relies on upper echelon theory, leader-member exchange theory, and the attention-based view to identify leadership characteristics and methods used in IoS. Findings: A theoretical model and four propositions are introduced regarding the characteristics and actions necessary for leadership when doing IoS. The propositions suggest reflections on the psychological and observable characteristics of leadership responsible for IoS that are useful in practice. For scientific research, the propositions open up possibilities for future empirical studies on IoS and the role of leadership in it. By associating elements of mature theories and the study of procedures for IoS, this study enriches the IoS literature, which, compared to the strategy formulation literature, complements it, is underdeveloped, and needs further studies.