International Management Strategies, Leadership, and Operational Performance in Libyan Government-Owned Companies
DOI:
https://doi.org/10.5281/zenodo.21987057Keywords:
international management strategies, leadership, strategic planning, strategy implementation, operational performance, state-owned enterprisesAbstract
This paper examines how international management strategies improve operational performance in Libyan government-owned companies through the mediating role of leadership. Libyan state-owned enterprises remain central to national development, yet many continue to face weak performance, centralized decision-making, political instability, limited managerial capability, and underdeveloped performance monitoring systems. Drawing on strategic management and leadership literature, the study focuses on strategic planning, strategy formulation, strategy implementation, strategy evaluation and monitoring, leadership, and operational performance. A quantitative, cross-sectional survey design was used, with data collected from 250 employees and managers working in Libyan government-owned companies. The data were analysed using descriptive statistics, reliability analysis, regression analysis, path analysis, and mediation analysis. The results show that strategic planning, strategy formulation, strategy implementation, and strategy evaluation and monitoring have positive effects on leadership, while leadership has the strongest direct effect on operational performance. Mediation findings further confirm that leadership translates strategic activities into performance outcomes. The paper contributes to strategic management research by positioning leadership as the operational bridge between international management practices and public enterprise performance in a transition economy. Practically, the findings suggest that Libyan government companies should invest in leadership development, participatory planning, strategy execution systems, and continuous performance monitoring.
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