Leadership Talent Management and Its Relationship to Strategic Entrepreneurship: A Mixed Study on a Sample of Academic Leaders and Faculty Members at Umm Al-Qura University

Alghamdi, Azala Mohammad

doi:10.21608/jsrep.2024.353343

Leadership Talent Management and Its Relationship to Strategic Entrepreneurship: A Mixed Study on a Sample of Academic Leaders and Faculty Members at Umm Al-Qura University

Document Type : Original Article

Author

Azala Mohammad Alghamdi

Associate Professor of Educational Leadership in Higher Education Education College, Al-Baha University, KSA.

10.21608/jsrep.2024.353343

Abstract

The study investigated the relationship between leadership talent management (LTM) and strategic entrepreneurship (SE) at Umm Al-Qura University (UQU) using the mixed-method sequential explanatory design. To collect quantitative data, a questionnaire was utilized and distributed to a random sample of (327) academic leaders and faculty members, while qualitative data was collected through interviews conducted with nine participants selected from the survey takers who consented to participate in the interview. The quantitative results revealed high scores for attracting talent and developing talent, a moderate score for retaining talent, and a high degree of SE practice for the variable as a whole and all its dimensions. The participants in the qualitative study explained the overall high degree of LTM practice by referring to the university’s emphasis on attracting, developing, and retaining leadership talent, while the results for SE practice were attributed to the spread of the entrepreneurial culture at the university and its endeavor to apply the entrepreneurial leadership style in addition to its entrepreneurial mentalities. The findings additionally revealed statistically significant differences in perceptions of the degree to which LTM is practiced in favor of female participants as well as faculty members who hold a leadership position, but there were no statistically significant differences in academic rank. Regarding the practice of SE, the results indicated no statistically significant differences that could be attributable to all variables, but they did indicate a strong and statistically significant positive correlation (R = 0.731) between the practice of LTM and SE. The study highlights the need to manage leadership talent and follow advanced strategies for developing and retaining leaders to achieve SE goals.

Keywords

References

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