The study aimed to figure out the effect of the strategic leadership on the intellectual capital, in addition to the mediating role of the knowledge-sharing mediating variable in the Kuwaiti industry companies. To achieve the objectives of the study, the study adopted the descriptive, analytical approach by preparing a questionnaire. After verifying its validity and reliability, the researcher distributed it to a sample of (284) male and female employees in the Kuwaiti industrial companies. After conducting the statistical analysis through the (SPSS) and (Amos V23), the study concluded a statistically significant effect at sig. (α≤0.05) for the strategic leadership on the intellectual capital in the Kuwaiti industrial companies and a statistically significant effect at sig. (α≤0.05) for the strategic leadership of the intellectual capital through knowledge sharing as a mediating variable in the industrial companies in the State of Kuwait.

This paper aims at examining the influence of strategic leadership on increasing ethical prac-tices within pharmaceutical organizations in Jordan. Variables of strategic leadership include work environment, leader's traits, leadership style and strategic leaders' performance. The study designs a questionnaire and distributes it among (277) employees and leaders within pharmaceutical organizations in Jordan. The results of the study indicate positive influence of strategic leadership on ethical practices among individuals and employees in the organization. Results also indicate that leadership performance maintained the strongest effect on ethical stands attributed from strategic leadership which gives an indication that a good performance strategic leadership is probably more influential on ethical practices and decision making in pharmaceutical organizations. The study recommends that organizations within pharmaceutical industry should pay extra attention to aspects that are related to increase employees' awareness towards ethics in leadership and business.

This paper focuses on the impact of strategic leadership on operational strategy and organizational performance of the automobile industry in Malaysia with a particular focus on Proton (Perusahaan Otomobil Malaysia). Since the mid-1980s a growing body of research on leadership has focused on strategic leadership, in contrast to managerial and visionary leadership. It has focused on how lead-ers make decisions in the short term that guarantees long-term viability of the organization. Senior leaders also have the ability to align human resources in an effective way directly to the business strategy. This article focuses on how national car manufacturer, Proton, exercises strategic leadership to influence its operational strategy and performance. It examines both dependent and inde-pendent variables that influence on strategic leadership with implications for future research.