Effect of Leadership on Implementation of Strategic Plans In Savings and Credit Co-Operative Societies in Kenya: A Case of Mwalimu Sacco in Nairobi County

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dc.contributor.authorMichira, Winnie
dc.contributor.authorAnyieni, Abel G.
dc.date.accessioned2023-06-26T09:27:12Z
dc.date.available2023-06-26T09:27:12Z
dc.date.issued2018
dc.descriptionArticleen_US
dc.description.abstractStrategic plans are of pertinent concern in contemporary management. However, it’s successful implementation remains of greater concern and is an essential challenge for most organizations. It has been noted that there is a high failure rate in the implementation of strategy. This is as a result of the existence of several potential barriers to the effective implementation of strategy. Leadership, specifically strategic leadership, can hinder or enhance effective strategy implementation. The purpose of this study was to assess the effect of leadership on the implementation of strategic plans in SACCOs in Kenya with specific reference to Mwalimu SACCO in Nairobi County. The study is anchored upon the theory of upper echelons and descriptive survey research design was adopted for this study. The study therefore concludes that leadership styles and characteristics have positive influence on the implementation of strategic plans. It also concludes that the organization preferred the use of transformational, transactional, democratic and laissez-faire leadership styles. However, it was also established that some managers still practiced autocratic leadership style. The study also concludes that governance practices have positive influence on the implementation of strategic plans and that management commitment has positive influence on the implementation of strategic plans at the organization. The study concludes that organizational structure has direct influence on the implementation of strategic plans. From the findings, the study recommends that the organizations should fully embrace the application of transformational, transactional, democratic and laissez-faire leadership styles which are more friendly and conducive for the implementation of strategic plans. The study also recommends that governance practices like healthy internal functions, effective and efficient monitoring, evaluation of organizational performance, effective delegation of duties and structures that enable organization to make informed choices on matters to be accomplished should be embraced fully by management. The study finally recommends that the top and middle management should allow involvement and full employee participation in decision making during analysis and formulation of strategies in order to enhance their commitment and total ownership during the implementation of the strategic plans.en_US
dc.identifier.citationMichira, W., & Anyieni, A. G. (2018). Effect of Leadership on Implementation of Strategic plans in savings and credit co-operative societies in Kenya: A case of Mwalimu Sacco in Nairobi county. IOSR Journal of Economics and Finance (IOSR-JEF), 9(1), 30-43.en_US
dc.identifier.issn2321-5933
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/25970
dc.language.isoenen_US
dc.publisherIOSR Journal of Economics and Finance (IOSR-JEF)en_US
dc.subjectleadershipen_US
dc.subjectimplementationen_US
dc.subjectstrategyen_US
dc.titleEffect of Leadership on Implementation of Strategic Plans In Savings and Credit Co-Operative Societies in Kenya: A Case of Mwalimu Sacco in Nairobi Countyen_US
dc.typeArticleen_US
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