The Effect of Strategic Leadership on Sustainable Competitive Advantage

This research aims to analyze and identify the effect of strategic leadership on sustainable competitive advantage. This study uses quantitative method with descriptive and associative research. The population includes employees of PT X (heavy equipment trading company), with a sample of 30-500 respondents. The results show that strategic leadership has a positive effect on sustainable competitive advantage applied by respondent. Testing the strategic leadership effect on sustainable competitive advantage produced a significance value of 0.000 < 0.05, with a correlation coefficient value of 0.927. It can be concluded that strategic leadership has a strong influence on sustainable competitive advantage, with a correlation coefficient value of 0.927. Within this study, the majority of respondents expressed agreement with the questionnaire statement in this research regarding the strategic leadership variable, with 16 statement indicators submitted by the researcher and the sustainable competitive advantage (Y) variables, with 14 statement indicators submitted by the researcher.

This research aims to analyze and identify the effect of strategic leadership on sustainable competitive advantage.This study uses quantitative method with descriptive and associative research.The population includes employees of PT X (heavy equipment trading company), with a sample of 30-500 respondents.The results show that strategic leadership has a positive effect on sustainable competitive advantage applied by respondent.Testing the strategic leadership effect on sustainable competitive advantage produced a significance value of 0.000 < 0.05, with a correlation coefficient value of 0.927.It can be concluded that strategic leadership has a strong influence on sustainable competitive advantage, with a correlation coefficient value of 0.927.Within this study, the majority of respondents expressed agreement with the questionnaire statement in this research regarding the strategic leadership variable, with 16 statement indicators submitted by the researcher and the sustainable competitive advantage (Y) variables, with 14 statement indicators submitted by the researcher.

INTRODUCTION
According to Grant Thornton International's International Business Report (IBR) study, 6 out of 10 middle-scale enterprises in Indonesia think sustainability is more necessary than financial success.According to the poll, 68% of Indonesian enterprises, representing the highest proportion in the world, have incorporated a sustainability plan into their operations.Some middle-sized businesses view environmental, social, and government duties as competitive benefits.Around 42% of company employees value sustainability since it boosts productivity and saves costs (Fajrian, 2021).
According to the extant literature, 79% of Indonesian middle-scale enterprises feel that sustainability is more important than financial success.Since the COVID-19 pandemic, 63% of corporate leaders have claimed that sustainability has become essential.
More than half (51%) of Indonesian middle-scale enterprises feel that incorporating sustainability into corporate activities increases operational efficiency and lowers expenses.Meanwhile, 47% of these businesspeople stated that gaining a lasting competitive edge can improve their access to financing and company investment (Fajrian, 2021).
Although business people have implemented sustainability in their operations, the fundamental problem is determining what should be emphasized to get the best outcomes in transitioning to more sustainable business practices (Fajrian, 2021).The greatest obstacles Indonesia faces in adopting the current IBR data sustainability standards are the need for more clarity surrounding new policies/ regulations (46%), firms being preoccupied with pandemic-related issues (40%), and company executives needing to be more judicious in implementing sustainability (34%).
A comprehensive and long-term environmental study is the key to building a sustainable competitive advantage and understanding and overcoming system barriers that impede organizational goal attainment (Oracha et al., 2021).According to Rita (2019), in today's highly competitive world, each organization aims to surpass its competitors and gain new customers.Meanwhile, individuals who function as knowledge holders in this situation develop innovation for the firm.They produce fresh, unique ideas that bring firms a competitive advantage using their creativity, knowledge, skills, and talents.
Motivation, finances, and corporate leadership support can boost an organization's internal competitiveness (Rita, 2019).This indicates that the company's competitiveness stems from company skill, which is constantly being developed by internal resources.These resources include company leadership support, financial power, an internal motivation to develop power, and innovation that is constantly being created and has market competitiveness (Rita, 2019).
Today, a firm founded on sustainable principles must have a vision, purpose, and long-term strategy.
The desire of businesspeople to face long-term and short-term challenges is the fundamental pillar of sustainability, according to Fajrian (2021).A critical function of strategic leadership is the creation of goals, beliefs, and procedures that guide continual performance improvement.
Strategic leadership can boost management's efficacy in leading and improving an agency and developing current potential.Leadership is associated with balancing competing pressures to provide higher value to consumers while rewarding organizational personnel (Oracha et al., 2021).Sibghatullah and Raza (2020)  Therefore, organizational performance depends on the interaction relationship managed by strategic leadership.Furthermore, Eselon's theory states that managers' characteristics can affect the types of decisions made, the method used to make the decision, and the consequence of the organization's decision (Oracha et al., 2021).
Sustainable competitive advantage is a condition that positions the company in a profitable or superior level of business for several years.A company is declared to have a competitive advantage over its competitors if the profitability is greater than the average profitability and has a higher profit growth than the industry average (Nasrudin, 2023).Wang (2014) observed that competitive advantage is developed when the organization acquires superior traits that allow it to perform better than its competitors.This observation supports the definition given by Amit and Schoemaker (1993), which revealed that resources could be a competitive advantage source as long as they are scarce, appropriate, and specialized.Competitive advantage arises when a particular strategy is chosen by an organization.

METHODS
This study employs a quantitative approach with descriptive and associative research.The demographic consists of 30-500 individuals who work for PT X (a heavy equipment trading firm).
The analytical approach comprises descriptive analysis utilizing a Likert measuring scale to describe the variable of strategic leadership and sustained competitive advantage.Furthermore, the researcher analyzes the questionnaire data using a classical assumption test and linear regression analysis to evaluate the relationship between the variables analyzed.The questionnaire method is distributed in the form of a checklist, which contains a closed list of entries so that respondents can input a checkmark in the available questionnaire answer column, the observation method uses an observation guide, and the documentation method employs a list of documents.

RESULTS AND DISCUSSION
Data collection with this questionnaire method was distributed to 100 respondents who were selected randomly or by simple random sampling.
Meanwhile, the data collection period through the questionnaire method spanned from June 1, 2022, to July 1, 2022.The following demographics of respondents describe the characteristics of respondents consisting of gender, age, highest education, occupation, and length of work.The validity test uses product-moment correlation so the decision of whether a variable is valid can be seen from the significance value in the SPSS output.
If the significance value is < 0.05, the item is valid, but if the significance value is > 0.05, then the item is invalid.The results of the validity test in this study are shown in Table 8.

Reliability test
The reliability test is defined as a test conducted to determine the reliability (level of confidence) of a question item in measuring the variables studied.
In this research, the reliability test used is the Cronbach's Alpha approach, so an item is reliable when the Cronbach's Alpha coefficient (a) > 0.6.
The results of reliability testing are shown in Table 9.

Classical assumption test
The method used in this research is multiple regression analysis, so specific tests are needed to fulfill classical assumptions.The classical

Normality test
The normality test compares the data, which are normally distributed to have the same mean and standard deviation.This test aims to determine whether, in the regression model, the confounding or residual variables have a normal distribution.In this study, the normality test used was One Sample Kolmogorv Smirnov.The results of the normality test are shown in Table 10.

Heteroscedasticity test
In this research, the heteroscedasticity test is  The study determines whether the data is normally distributed or not so it can be seen based on the significance value > 0.05.The data is normally distributed.Meanwhile, if the significance value < 0.05, the data is not normally distributed.Based on the table above, Asymp.Sig 0.166 > 0.05, so it can be concluded that there is no significant difference between the tested data and standard normal data.This means that the test data is normally distributed.
obtained is heterogeneous.In line with the test results, the figure above found no certain pattern, and the existing set of points spread both above and below zero (0) on the Y wick.This condition indicates that there is no heteroscedasticity and the data obtained is homogeneous.

Linearity test
The linearity tests whether there is a relationship or effect between two variables with linearity.
Furthermore, linearity testing is used to identify the predictors of independent variable data that are linearly related or not to the dependent variable.
The linearity test in this study was carried out using an analysis of variance against the regression line, which would then be obtained by the calculated F value.When the calculated F value < F-table at a significant level of 5%, then the influence between variables is said to be linear.On the other hand, if F-count > F-table, then the effect of the independent variable on the dependent variable is not linear.Based on the table above, it can be seen that the F-count value is 1.678 < F-table 1.6318, so there is a linear influence between the variables studied.

Correlation analysis
Correlation analysis is used to determine the closeness of the influence between two or more variables regardless of whether or not there is a causal relationship between these variables.The type of correlation used in this study is the Pearson Product Moment correlation.The results of the correlation analysis on the variables studied in this study are shown in Table 12.
revealed a strong association between strategic leadership and competitive advantage.According to Oracha et al. (2021), competitive advantage substantially influences strategic leadership and the success of international non-governmental organizations in Kenya.Meanwhile, Mahdi and Nassar (2021) discovered that strategic leadership impacts a firm's long-term competitive advantage.The researchers are interested in assessing and determining the impact of strategic leadership on long-term competitive advantage based on the phenomena, data, and prior studies mentioned earlier.According to Rowe (2001), strategic leadership refers to the ability to motivate others to make voluntary day-to-day decisions that enhance the long-term viability of the organization while maintaining short-term financial stability.According to Hitt et al. (2013), strategic leadership is the leader's ability to predict market changes, maintain flexibility, and empower organizational members to create a strategic change.Strategic leadership establishes steps to structure the organization to seize strategic opportunities more efficiently in the external environment.
Figure 1.Heteroscedasticity test result this study are in line with the findings, American chief executive officer (CEO)Mahdi & Nassar (2021) recognizes the need to integrate the main components of the strategic leadership model into the company.While Hitt and Ireland inMahdi & Nassar (2021) investigate the relevance of both types of human and social capital for leaders and how the process is managed, thereby creating value for units and companies.In theoretical studies, the two aspects studied are important factors in gaining a competitive advantage.Another study conducted bySibghatullah & Raza (2020), revealed a positive relationship between strategic leadership and competitive advantage.In the research ofOracha et al. (2021), it was found that there is a significant influence of competitive advantage as a mediation of strategic leadership and the performance of international non-governmental organizations in Kenya.Meanwhile, the findings ofMahdi & Nassar (2021), show that strategic leadership ability influences sustainable competitive advantage.Based on some of these findings, the researchers found a relationship between strategic leadership and sustainable competitive advantage.As for this study, it was found that the implementation and optimization of sustainable competitive advantage by business actors can be done by paying attention to and implementing strategic leadership.Demison et al. (1995) in Oracha et al. (2021) stated that leadership is related to balancing competitive forces to create superior customers value and rewards for organizational members.The strategic leadership aspect in this study consists of several indicators, namely vision and mission, corporate resources, organizational culture, ethical practices, and organizational control.By using strategic leadership based on the seven indicators that have been mentioned, it can have an impact on competitive strength to create superior value for customers and reward members of the organization.This further supports the development of a sustainable competitive advantage based on a comprehensive and sustainable environmental analysis MANAGERIAL IMPLICATIONS The result of this study could be used to increase superior value for customers and reward members of the organization by applying strategic leadership.Applying this strategy in managerial level could develop sustainable competitive adavantage according to the comprehensive and sustainable environmental analysis.CONCLUSION This study was conducted to analyze and identify the influence of Strategic Leadership on Sustainable Competitive Advantage.Based on the analysis and discussion described above, the Strategic Leadership has a significant positive effect on Sustainable Competitive Advantage.Strategic Leadership carried out or implemented by respondents obtained a total of 413.94 and an average score of 4.14 (agree).It means that most respondents have the same opinion because they agree with the questionnaire statement in this study regarding the Strategic Leadership variable with 16 statement indicators proposed by the researcher.

Table 1 .
Respondent Profile Based on The Gender In line with Table1, the profile of respondents was based on gender; the majority were female, with a percentage of 54% or 54 respondents.Meanwhile, the respondents are male, which is 46% or 46 respondents.Table 2 above indicates that respondents dominantly are aged 22-30 years, with a total of 70 respondents (70%).Meanwhile, the respondents aged 18-21 years are 26 respondents (26%).The age group with the least respondents is ages 31-40, with four respondents (4%).

Table 5 .
Respondent Profile Based on The Length of Work

Table 6 .
Distribution of respondents' responses in strategic leadership variable (Y) agreement in the average value of 4.4 out of 5 (Likert scale).Meanwhile, the frequency distribution of the scores formed is 440.Based on this value, it can be concluded that most of the respondents agree with the resources statement owned by the company.

Table 7 .
Distribution of respondent response of Sustainable competitive advantage variable (Y)

Table 12 .
Correlation analysis result