Organization Management Journal


The current study aims to investigate the effect of strategic consensus among managers on organizational performance, with an emphasis on shared leadership and communications in Iranian knowledge-intensive firms. Since Iran has its unique cultural characteristics with favoring a more authoritarian attribute, and leadership in knowledge-intensive firms has a more shared style, the context of the study is more appealing to such relationships. Data were collected from 115 randomly selected knowledge-intensive firms and analyzed using structural equation modeling by LISREL. Findings show that shared leadership positively influences strategic consensus of the management team, but it does not have a direct effect on performance. Also, communication among managers increases their strategic consensus which in turn positively affects firm performance. The findings act as a guideline for managers and suggest them to broaden the scope and the content of consensus and also for more effective decision-making and improved performance.