LEADERSHIP SKILLS AND MANAGERIAL COMPETENCE IN IMPROVING ORGANIZATIONAL PERFORMANCE: THE ROLE OF COMMUNICATION, COLLABORATION, AND EFFECTIVE DECISION-MAKING IN BUSINESS STRATEGY

Abstract

This study aims to analyze, interpret, and develop a strategic model of leadership capabilities and managerial competencies demonstrated through effective communication, collaboration, and decision-making practices within the context of business strategy. The research background stems from the phenomenon that the successful implementation of business strategy is not solely determined by the quality of planning documents, but also depends heavily on the capacity of leaders and managers to mobilize human resources through persuasive communication, cross-unit collaboration, and timely, evidence-based decision-making. Many organizations possess conceptually superior business strategies, yet fail in implementation due to weaknesses in these three competencies. This study employed a mixed-methods approach with a sequential explanatory design. Data were collected through surveys of managers and organizational leaders, in-depth interviews, and analysis of business strategy documents. Analysis of the findings was conducted using scientific critical reasoning to examine relationships between variables, distinguish correlation and causality, and explore anomalies that arise in the field. The results show that effective communication capabilities serve as a foundation for building organizational trust; cross-functional collaboration enhances the quality of synergy and innovation; while data-driven and participatory decision-making determines the appropriate direction of business strategy. These three elements complement each other and form a unified leadership-managerial competency that significantly impacts the achievement of strategic objectives. Based on these findings, a Strategic Framework Model for Strengthening Leadership-Managerial Competencies was developed, along with implementation stages and obstacle mitigation.