Journal of Socialomics

Abstract

American Strategic Leadership (ASL): Case of Public Moroccan Universities

Haddou Zamani* and Jalila Ait Soudane

It would seem that in the majority of non-Anglo-Saxon countries, including Morocco, most public administrations/ organizations are not yet familiar with the Strategic Leadership (SL) culture initiated and largely dominated by the Americans. In this context, the state of the art relating to SL in the United States has empirically demonstrated the cause-and-effect relationship between the implementation of SL within large organizations and the improvement of their performance, especially through the development of a clear and dynamic vision centered on the development of competencies not only at the individual level, but also and above all, those specific to leading large organizations, particularly within the Volatile Uncertain Complex and Ambiguous (VUCA) environment. From a closer qualitative analysis of the Moroccan public universities president’s feedback, as leaders at strategic level, through a post-positivist epistemological approach via a hypothetico-deductive reasoning, we find many gaps comparing to the foundational ASL framework. Then, we discuss how these findings can help facilitate a smooth and progressive American Strategic Leadership implementation within national public universities community through a smart and adapted induction. Therefore, the adoption of SL, as a mode of governance, would be a critical and important contribution to improving the overall performance of national public universities and their sustainability which would very likely play its fundamental key role in the development and upgrading of national human capital and ipso-facto launch them to a better repositioning on the regional and international arena.

Published Date: 2024-01-23; Received Date: 2023-12-22