Effect of Strategic Leadership on Organizational Performance of Universities in Kenya
DOI:
https://doi.org/10.70619/vol4iss3pp24-33Keywords:
Strategic Leadership, Organizational Performance, Universities in KenyaAbstract
Purpose: The performance of universities in Kenya holds paramount importance due to their significant role in driving socio-economic development. These universities have to continually teach students and prepare them adequately for the job market and economic and social development. The study sought to establish the effect of strategic leadership on organizational performance of universities in Kenya. The study was guided by strategic leadership theory.
Methodology: The research design for the study was descriptive. The population of the study was the 77 universities in Kenya, with the target population being 6 universities out of the 77, including 3 public and 3 private universities. This was a census study as the population was small and easily reachable. The study used mixed methods in data collection. Structured questionnaires were issued to the heads of departments, and interviews were conducted with the deans of students of the universities. A pilot study was conducted at Egerton University. Descriptive statistics were applied to the quantitative data, and correlation results were used to test the hypothesis. To evaluate the reliability of the data collection instruments, Cronbach's Alpha coefficient was calculated.
Results: The Pearson correlation coefficient for strategic leadership was r=0.764** at p< 0.000. The results indicated a strong positive correlation between strategic leadership and organizational performance of universities in Kenya. Therefore, organizational performance significantly affects organizational performance, hence the null hypothesis is rejected.
Conclusion and Recommendations: This study observed that a clear vision and direction for the organization's future and strategic planning enhances performance and contributes to effective decision-making processes that positively influence organizational outcomes. Additionally, a leadership that effectively communicates and aligns employees with the overall strategy and goals promotes an environment of adaptability and innovation. Ministry of Education, specifically the Department of Higher Education, should develop appropriate strategies and guidelines to amplify the performance of universities. The ministry, through the Commission for higher education, may enact the recommendations of the study to enhance performance of universities.
References
Ajienka, M. F., Amah, E., Olori, W., Ukoha Ojiabo, & Richard, N. (2022). Intellectual capital and performance of universities in south-south, Nigeria. Management and Human Resource Research Journal, 11(2), 32–55.
Burmann, C., García, F., Guijarro, F., & Oliver, J. (2021). Ranking the performance of universities: The role of sustainability. Sustainability (Switzerland), 13(23). https://doi.org/10.3390/su132313286
Chebiwot, K. P., Misoi, Dr. M., & Wanza, Dr. Sr. L. (2020). Effect of Staff on The Performance of Universities: A Case of North Rift Region, Kenya. Journal of Education and Practice, 4(2), 20–33. https://doi.org/10.47941/jep.426
Dahri, A. S., Amin, S., & Waseem, M. (2019). Effect of strategic leadership on organizational performance through knowledge management. Journal of Managerial Sciences, 13(3), 56–70. Retrieved from https://qurtuba.edu.pk/jms/default_files/JMS/13_3/07.pdf
Duong, H. T. H., Tran, L. T. M., To, H. Q., & Van Nguyen, K. (2023). Academic performance warning system based on data-driven for higher education. Neural Computing and Applications, 35(8), 5819–5837. https://doi.org/10.1007/s00521-022-07997-6
Dwijaya Saputra, T., & Kusnadi, K. (2021). The Effect of Strategic Human Resources Competency and Logistic Management on Organizational Performance Mediated by Strategic Leadership. Journal of Economics, Management, Entrepreneurship, and Business (JEMEB), 1(2), 112–127. https://doi.org/10.52909/jemeb.v1i2.55
Gadd, E., Holmes, R., & Shearer, J. (2021). Developing a method for evaluating global university rankings. Scholarly Assessment Reports, 3(1). https://doi.org/10.29024/sar.31
Kaidesoja, T. (2022). A theoretical framework for explaining the paradox of university rankings. Social Science Information, 61(1), 128–153. https://doi.org/10.1177/05390184221079470
Mailu, R. N., Ntale, J. F., & Ngui, T. K. (2018). Strategy implementation and organizational performance in the pharmaceutical industry in Kenya. International Academic Journal of Human Resource and Business Administration, 3(2), 33–47. Retrieved from http://www.iajournals.org/articles/iajhrba_v3_i2_33_47.pdf
Munga, B., Momanyi, C., & Omari, S. (2021). Effect of strategic leadership styles on organizational performance of county governments in Kenya: A focus of Lake Region economic bloc counties. International Academic Journal of …, 3(10), 89–111. Retrieved from https://www.iajournals.org/articles/iajhrba_v3_i10_89_111.pdf
Najmaei, A., Quazi, Z., & Behnia, M. (2017). Balancing strategic leadership: a synthesis of balanced scorecard and strategic leadership theories. Macquarie Graduate School of Management. Sydney, Australia.
Singh, A., Lim. W. M., Kumar, S., & Ciasullo, M.V. (2023). The state of the art of strategic leadership. Journal of Business Research,158(1),2-20. https://doi.org/10.1016/j.jbusres.2023.113676
Wu, M.J., Zhao, K., & Aime, F. F. (2022). Response Rates of Online Surveys in Published Research: A Meta-analysis. Computers in Human Behavior Reports. Retrieved from Loyola eCommons, Education: School of Education Faculty Publications and Other Works, http://dx.doi.org/10.1016/j.chbr.2022.100206
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Alfred Nchana Lengingiro, Ruth Kanyuru, Adel Kanyiri
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
