The role of the leader’s strategic mindset in enhancing high-involvement management practices
An analytical study of the opinions of workers at the Chinese Petroleum Pipeline Company – CPP – Basra Governorate

A study submitted to the Board of the College of Administration and Economics at
the University of Karbala, which is part of the requirements for obtaining a master’s
degree in business administration sciences

The student submitted it
Hussein Jaafar Ghanem Al-Majidi

supervised by
Professor Dr. Alaa Farhan Talib

Abstract
The study aimed to identify the role of the leader’s strategic mindset in enhancing high-involvement management practices at the Chinese Petroleum Pipeline Company (CPP), Basra Governorate. The leader’s strategic mindset was
measured as an independent variable through three dimensions, which are (systems thinking, reframing, reflected). High involvement management practices were measured as a dependent variable through its four dimensions (empowerment, information sharing, development practices, and rewards). The study started from a basic problem represented by several questions revolving around the nature of the influential relationship between its variables in the field, the most important of which was (Does the leader’s strategic mindset affect… Enhancing high-involvement
management practices. In order to reach the results, the study relied on the descriptive analytical approach in collecting and interpreting data.
The questionnaire was used as a main tool in collecting data. The study sample included (200) workers (Iraqi, Arab, foreign) in the researched company. The study adopted a set of statistical methods, represented by a normal distribution test, confirmatory factor analysis, correlation analysis, and structural equation modeling. The research
reached a set of results, the most prominent of which was the existence of a direct, significant, and significant influence relationship between the variable of the leader’s strategic mindset and the variable of high-involvement management practices, as well as between the dimensions of Both, through a deep understanding of how leaders can improve their performance by adopting a strategic mindset and implementing high-involvement management practices, thus, enhancing the achievement of the organization’s strategic goals. The study recommended a number of recommendations, the most important of which is that the company’s management should increase attention to the dimensions of the leader’s strategic mentality because it will give them the ability to analyze with high skills in addition to the ability to think in the future by analyzing social relations and directing effective decisions in areas such as leadership, negotiation, and conflict resolution, which helps them in Making complex decisions under time pressure, and achieving success and creativity in the prosperity and growth of the organization in an intense competitive environment.

The role of the leader’s strategic mindset in enhancing high-involvement management practices
An analytical study of the opinions of workers at the Chinese Petroleum Pipeline Company – CPP – Basra Governorate

A study submitted to the Board of the College of Administration and Economics at
the University of Karbala, which is part of the requirements for obtaining a master’s
degree in business administration sciences

The student submitted it
Hussein Jaafar Ghanem Al-Majidi

supervised by
Professor Dr. Alaa Farhan Talib

Abstract
The study aimed to identify the role of the leader’s strategic mindset in enhancing high-involvement management practices at the Chinese Petroleum Pipeline Company (CPP), Basra Governorate. The leader’s strategic mindset was
measured as an independent variable through three dimensions, which are (systems thinking, reframing, reflected). High involvement management practices were measured as a dependent variable through its four dimensions (empowerment, information sharing, development practices, and rewards). The study started from a basic problem represented by several questions revolving around the nature of the influential relationship between its variables in the field, the most important of which was (Does the leader’s strategic mindset affect… Enhancing high-involvement
management practices. In order to reach the results, the study relied on the descriptive analytical approach in collecting and interpreting data.
The questionnaire was used as a main tool in collecting data. The study sample included (200) workers (Iraqi, Arab, foreign) in the researched company. The study adopted a set of statistical methods, represented by a normal distribution test, confirmatory factor analysis, correlation analysis, and structural equation modeling. The research
reached a set of results, the most prominent of which was the existence of a direct, significant, and significant influence relationship between the variable of the leader’s strategic mindset and the variable of high-involvement management practices, as well as between the dimensions of Both, through a deep understanding of how leaders can improve their performance by adopting a strategic mindset and implementing high-involvement management practices, thus, enhancing the achievement of the organization’s strategic goals. The study recommended a number of recommendations, the most important of which is that the company’s management should increase attention to the dimensions of the leader’s strategic mentality because it will give them the ability to analyze with high skills in addition to the ability to think in the future by analyzing social relations and directing effective decisions in areas such as leadership, negotiation, and conflict resolution, which helps them in Making complex decisions under time pressure, and achieving success and creativity in the prosperity and growth of the organization in an intense competitive environment.