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Effective strategic management is a critical component of organizational success, yet a misalignment often exists between the strategic plans executive leaders develop and how those plans are implemented (Jackson, 2024). When there is a disconnect between the strategic plan and implementation, organizational leaders may struggle to achieve their strategic goals and the vision they have set for the company. The problem explored in this study is the lack of alignment between the strategic plan development and implementation processes led by executive leaders. This disconnect can lead to failed results and the inability to realize the vision and goals outlined in the strategic plan. Addressing this problem is essential for organizations seeking to capitalize on the benefits of effective strategic management. The research question that guided this study is: What are the key leadership practices that executives can use for effective strategy execution? Strategy becomes useless if organizations cannot execute their plans. Studying what businesses have done to implement strategic management processes successfully will aid other business leaders (both for-profit and nonprofit associations) in their strategic management. Learning what business leaders have done wrong will also inform leaders what to avoid in implementation. A systematic review was used to answer the research question by collecting what was known from the research literature using explicit and accountable methods. Results indicated that leaders need to ensure that their organizational skills are strong for businesses to be successful in strategy execution. At the same time, a strategic management structure, including a management control system, must be in place to aid accountability. Strategic management tools like management control systems enable the entire process of strategy formulation, implementation, and execution to be monitored and measured. Without strategic leadership championing and guiding the organization, strategy execution is deemed to fail, and strategic communication is a primary means of engaging stakeholders to get buy-in and participation throughout the process. Therefore, stakeholder theory is used to examine the 21 international studies. The limitations of this study include the samples in the data set and the scope of this research, as many geographical and cultural differences could affect the application of international studies.