Explicating the Impact of Leadership Styles on Strategy Implementation: An Empirical Study of the State Law Office, Kenya
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Date
2023
Authors
Kadzo, Mwangura
Muthimi, Janet
Journal Title
Journal ISSN
Volume Title
Publisher
IJRISS
Abstract
This research paper sought to find out how leadership styles affect strategy implementation in State Law
Offices. The study’s specific objectives are to determine the effect of autocratic, participative, transactional
and transformational styles of leadership on strategy implementation at Kenyan State Law Offices. The
theoretical anchors of the study were; the behavioural theory of leadership, the resource-based view theory
along with the strategic leadership theory. To meet the study’s objectives, there was the use of descriptive
research design. The target population of the study was 415 senior staff drawn from 4 State Law Offices in
Nairobi, Mombasa, Kisumu and Nakuru. Stratified random sampling was used according to the cadre of
staff. The study used primary data, which was collected by open and closed-ended questions as captured in
the questionnaire, the main primary data collection tool. Data collection was set in after authorization by
Kenyatta University Graduate School and the Management of the State Law Office. A pilot study was done
in the Nairobi office in order to determine the validity along with the reliability of the research instrument.
Content validity and construct validity was used to examine the relevance of the tool in retrieving the
required information. The tools reliability were assessed by applying the Cronbach alpha where a score of
above >0.7 underlined the questionnaires reliability. Further, after the cleaning and coding process, the
collected data was then analysed using SPSS and the output presented in tables, figures and charts. In the
research on autocratic leadership’s impact on strategy implementation, it was found that many respondents
preferred top-down decision making to enhance accountability, while fewer supported the importance of
rules and regulations and the use of coercive techniques in challenging situations. In the research on
participative leadership, it was found that most leaders support group decision making and see it as an
opportunity for mentoring. The key recommendation was that organizations should stick to top-down
approach of leadership in enhancing accountability. Another key recommendation was that leaders should
promote a culture of group decision making.
Description
Article
Keywords
Strategy Implementation, Autocratic Leadership Styles, Participative Leadership Styles, Transactional Leadership Styles, Transformational Leadership Styles