European Journals of Business Management

IMPACT OF LEADERSHIP ON STRATEGY IMPLEMENTATION IN STATE CORPORATIONS IN KENYA

IMPACT OF LEADERSHIP ON STRATEGY IMPLEMENTATION IN STATE CORPORATIONS IN KENYA

 

Anne Wanjiru Kiboi

School of Business

Nelson Mandela Metropolitan University

Corresponding Author email: This email address is being protected from spambots. You need JavaScript enabled to view it.

 

 

Professor. S. Perks

School of Business

Nelson Mandela Metropolitan University

 

 

Professor. E.E Smith

School of Business

Nelson Mandela Metropolitan University

CITATION: Kiboi, A., W., Perks, S., Smith, E., E. (2018). Impact Of Leadership On Strategy Implementation In State Corporations In Kenya. European Journals of Business Management. Vol. 6 (7) pp. 1 – 15.

ABSTRACT

To achieve effectiveness and efficiency in strategy implementation in state corporations, change is needed. Due to the rapid changing global environment and increasing demand for service delivery, continuous change is needed. Changes have been taking place in the Kenyan state corporations since 2003 and this has been as a result of corporate strategy implementation. However it is not enough to develop a good strategy, good strategies can fail during implementation. The state corporations in Kenya, like in most countries in Sub-Saharan Africa, have been characterized by slow and bureaucratic processes that retard corporation’s performance. Kenyan state corporations are important to the economy of the country. They provide social and essential services to the Kenyan population. However their poor performance needs a relook at determinants of success in strategy implementation in state corporations in Kenya. This study therefore focused on establishing the impact of leadership on strategy implementation among the Kenyan state corporations. This is because a leader shapes and shares a vision which gives meaning to the work of employees. There are arguments by scholars that leadership is needed for effective implementation of strategy, as this ensures that the organisational effort is united and directed towards achievement of its goals. A survey was conducted using a self-administered questionnaire distributed to 485 managers in state corporations in Kenya. Correlation and exploratory factor analysis, the KMO measure of sample adequacy, Bartlett’s test of sphericity, Kolmogorov-Smirnov test for normality, multi-Collinearity diagnostic and regressions were the main statistical procedures used to test the appropriateness of data, correlation and significance of the relationships hypothesized between the various independent and dependent variables. A fairly strong statistically significant relationship existed between leadership and strategy implementation. Managers of Kenyan state corporations believed that they are committed to driving strategies forward. They further believe that their strategic leaders cultivate a team spirit among staff and provide the staff with clear strategic directions. The perception of the managers of Kenya’s state corporations is that the strategic leaders influence employees towards strategic goal attainment and that changes and new developments are communicated timeously to all employees.

 

Key words: Leadership, Strategy Implementation, State Corporations in Kenya

 

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