The Impact of Visionary Leadership on Strategic Supremacy: A Field Study on Pharmaceutical Companies Operating in the Capital Municipality of Sana'a, Yemen

Abstract

This study aspires to investigate the impact of visionary leadership (clear vision, future orientation, determining direction, and agent of change) on strategic supremacy in pharmaceutical companies operating in the Capital Municipality of Sana'a, Yemen. The analytical descriptive approach was adopted, and a questionnaire was developed to collect data from 180 respondents who have supervisory positions in eight pharmaceutical manufacturing companies. Stratified random sampling method was followed, and the Statistical Package for Social Sciences (SPSS) (V.25) was employed to analyze collected data. Responses' frequencies and means were calculated, and ANOVA, and regression were used in data analysis. Results of study indicate that there is a significant positive impact of visionary leadership on achieving strategic supremacy in surveyed companies, as determining direction was the most influential dimension and clear vision was the least influential. Age and size of surveyed companies; however, have no impact in making any differences between companies regarding achieved strategic supremacy. Based on the findings, the study recommends that companies should form alliances with major competitors in order to influence competitive configuration of the industry and reduce competitive pressure. Leaders also should be trained effectively on formulating compelling visions for the future of their companies.