Leadership Styles and Strategy Implementation in Selected Stima Saccos in Kenya.
Atito, Josephat Okoth
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This study examined the effects of leadership style on strategy implementation in selected Stima Sacco Kenya. Organizational leadership is about relationship of an individual’s ability to influence and be influenced by a group in the implementation of a common task. Strategy implementation is an action phase of the strategic management process which involves the operationalization of the formulated strategies. The general objective of this study was to investigate the effect of leadership style on strategy implementation in selected Stima Sacco Kenya. The specific objectives were the effects of: democratic leadership style, autocratic leadership style, transactional leadership style and transformational leadership style on strategy implementation in selected Stima Sacco Kenya. The study was anchored on the following theories and models: behavioral theory of leadership style, trait theory of leadership style, servant leadership theory , power and influence theory of leadership style, The Haggins’s Eight 8S model of strategy implementation and Noble’s strategic implementation model. The study adopted a mixed research design which was both quantitative and qualitative. The target population of the study was 62 managers of Nairobi and Kisumu branch Stima Sacco Kenya. The whole population was considered during data collection, since the population was small. Primary data was collected using a self administered questionnaire. The questionnaire was piloted in order to check for validity and reliability. A questionnaire was administered through drop and pick method. The data collected was analyzed using descriptive and inferential statistics. The study provided useful information to the management of the Sacco body on the challenges the body was facing in providing leadership on strategy implementation in the Sacco industry. In conclusion democratic leadership style and transactional leadership style have significant relationship to strategy implementation at Stima Sacco Kenya however, autocratic leadership style and transformation leadership style has positive values but do not have significance on strategy implementation. The study recommends the Sacco managers should apply two leadership styles more often during strategy implementation, that is democratic leadership style and transactional leadership style since they have a positive and significant effect to strategy implementation, but minimize the application of autocratic leadership style and transformation leadership style during the strategy implementation as they did not have significance effect on strategy implementation. This study did not factor in other factors that determine success in strategy implementation at Stima Sacco Kenya. A study should be conducted to determine other f a c t o r s that influence implementation strategy at Stima Sacco Kenya. The study was limited to only two branches of Stima Sacco. A more generalized study should be conducted on the remaining branches of Stima Sacco Kenya on the same topic of study.