Identifying and determining the effect of Strategic Leadership on Sustainable Competitive Advantage with the role of Social Capital and Strategic Flexibility

Introduction: The research’s aims to identify and determine the impact of Strategic Leadership on Sustainable Competitive Advantage with the mediating role of Social Capital and Strategic Flexibility in growth center enterprises of the Ferdowsi University of Mashhad.
Methodology: The current research is based on the paradigm of positivism, inductive approach, applied purpose, descriptive-analytical nature, quantitative data and at the organization level. The statistical population is the number of 110 companies of the growth center of Ferdowsi University, from which 86 companies were sampled by simple random sampling. Questionnaire is a data collection tool. Reliability was checked with Cronbach's alpha coefficient and composite reliability. Validity was also confirmed through face validity, construct validity with confirmatory factor analysis, convergent validity, and divergent validity. Data were analyzed and tested through structural equation modeling and with the help of SPSS and PLS software.
Result and discussion: All seven research hypotheses were confirmed. Strategic Leadership directly and also through Social Capital and Strategic Flexibility has a positive and significant effect on Sustainable Competitive Advantage. Social Capital and Strategic Flexibility directly have a positive and significant effect on Sustainable Competitive Advantage. Examining the effect of "Strategic Leadership" on "Sustainable Competitive Advantage" shows its positive and significant effect. The rarest and most essential resources of the organization are effective leaders. The main difference between successful and unsuccessful companies is often defined by the leadership component. Strategic leaders have an important influence on company culture, and an appropriate organizational culture can be a source of Sustainable Competitive Advantage. Examining the effect of "Strategic Leadership" through the mediating role of "Social Capital" on "Sustainable Competitive Advantage" shows its positive and meaningful effect. This means that the second research hypothesis has been confirmed based on the results and the direct and indirect effect of the independent variable has been accepted. Examining the effect of "Strategic Leadership" on "Social Capital" shows its positive and significant effect. The Strategic Leadership required in the 21st century involves building company resources and capabilities with an emphasis on Social Capital. Social Capital provides access to vital resources. Leaders must effectively manage these critical resources for the company. The role of trust is very important for the development of Social Capital. Examining the effect of "Social Capital" on "Sustainable Competitive Advantage" shows its positive and significant effect. Managers should try to promote the growth and success of the organization by maintaining and paying attention to Social Capital and implementing appropriate policies and strategic plans so that they can gain Sustainable Competitive Advantage for it. Attention and development of Social Capital has a great effect on Sustainable Competitive Advantage. High-level managers and the board of directors can create Social Capital from the Human Capital of their organization with continuous communication between them. Examining the effect of "Strategic Leadership" through the mediating role of "Strategic Flexibility" on "Sustainable Competitive Advantage" shows its positive and significant effect. This means that the fifth research hypothesis has been confirmed based on the results and the direct and indirect effect of the independent variable has been accepted. Examining the effect of "Strategic Leadership" on "Strategic Flexibility" shows its positive and significant effect. To move effectively in new competitive landscape and create and maintain a competitive advantage, a new and different type of organization is needed. Success in this century will first depend on creating Strategic Flexibility. Examining the effect of "Strategic Flexibility" on "Sustainable Competitive Advantage" shows its positive and significant effect. Companies that have Strategic Flexibility tend to successfully and effectively manage economic and political risks by responding to market threats and opportunities with a proactive and passive approach. The organization's ability to act and respond quickly to changing competitive situations develops and maintains the organization's competitive advantage. They must have the necessary knowledge and skills to make the changes needed to gain an advantage in the new competitive landscape. These results are consistent with the results of previous research.
Conclusion: It is suggested that a joint workshop be held for the managers of these companies, so that important points related to strategic leadership and the art of influencing managers can be conveyed to them. Managers of each company should, considering the importance of the role of determining the organization's goal and vision, redefine them based on the current conditions and situation of the company and environment. Redesign the organizational structure of their company in accordance with the goals and conditions. Improve the organizational culture of their company and use the competencies of their human resources through individual and group meetings of employees consulting with the manager. It is suggested that managers of the organization should strive to strengthen internal and external social capital. For example, special bonuses should be determined for employees who establish effective and useful communications in line with organizational goals and cooperate with other people in the company based on trust. In order to create a sense of trust and empathy between the leaders of the organization and employees, managers should distribute a portion of the company's shares as a bonus among their employees. Managers should establish extensive connections with various government and non-government companies and centers in order to increase the company's ability to use market opportunities to create a sustainable competitive advantage through the expansion of external social capital. It is suggested that the managers of the organization should not focus on the production of only one product or service with the aim of survival in the turbulent market conditions and prepare a basket of goods and services to supply to the customer in order to create flexibility in production for their company. Also, due to the increase in the exchange rate and the very high profitability of exports in the current situation, it is recommended that the markets of the target countries, especially the neighboring countries, be carefully examined and analyzed. export a part of their products in order to create market flexibility and competitive flexibility in their company.