Page 34 - Azerbaijan State University of Economics

THE JOURNAL OF ECONOMIC SCIENCES: THEORY AND PRACTICE, V.77, # 2, 2020, pp. 4-39

It means that the A qaba Special Economic Zone Authority pays sufficient attention to
the strategic response to provide workers with new experiences and knowledge to reach
a state of knowledge balance that provides them with performance skills to improve the
level of performance, and it is the methodology that the authority uses in order to
encourage its workers to try new innovative means and present new ideas and services
in an organized manner And subsidized contribute to achieving business goals. This
result also explains that the methodology adopted by the various departments in the
Aqaba Special Economic Zone Authority works to encourage workers to experiment
with new innovative means, and to provide new ideas and services in an organized and
supportive manner that contributes to achieving business goals. This strategy is like a
system that includes initiatives, approaches and tools directed to creating An ideal flow
of knowledge to achieve organizational goals efficiently and effectively, by delegating
powers to workers and taking full responsibility, implementing necessary projects,
reaching excellence in business performance, and enhancing the organization's ability to
maintain and improve organized performance based on experience and knowledge, and
came in second place and these results met with what It came from the study (Al-
Mousawi, 2018), the study (Radwan, 2015), the study (Abdel-Aal, 2019) and the study
(Abdel-Aal, 2017), the most important results of which indicated that the Karbala
Electricity Distribution Directorate is able to monitor and capture events from the
change in the environment, and that it has a reasonable level From strategic dialogue,
improving the optimal use of its material and human resources, making better use of
them and contributing in the future to achieving victory over its competitors.
3. The results indicated that the dimensions of transformational leadership explain
(62.3%) of the variance in the dimension (strategic agility), and also (47.8%) of the
variance in the dimension of (strategic response), and the dimensions of
transformational leadership explained (51.2%) of the variance in the dimension
(organizational capabilities). ), And (47.2%) of the variance in the dimension of
(strategic sensitivity) is also explained. This high result can be explained by the
estimates of employees in the Aqaba Special Economic Zone Authority of the
importance of transformational leadership in strategic agility, as a resource of the
organization’s resources that can enable the organization to achieve a state of
Adapting to environmental changes, in a way that supports its survival and benefits
from the aspects of excellence available to other organizations, while providing the
environment that allows the organization, if it is well invested in appropriate growth,
which calls for the necessity to keep pace with it constantly, and that organizations
are in dire need to learn about the experiences of others from other organizations,
and that At least to benefit from this as a control standard, useful for the purposes of
measuring the position of the organization among other organizations.

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