Explicating the Impact of Leadership Styles on Strategy Implementation: An Empirical Study of the State Law Office, Kenya

Simple item page
dc.contributor.authorKadzo, Mwangura
dc.contributor.authorMuthimi, Janet
dc.date.accessioned2023-11-16T07:15:48Z
dc.date.available2023-11-16T07:15:48Z
dc.date.issued2023
dc.descriptionArticleen_US
dc.description.abstractThis 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.en_US
dc.identifier.urihttps://dx.doi.org/10.47772/IJRISS.2023.701099
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/27137
dc.language.isoenen_US
dc.publisherIJRISSen_US
dc.subjectStrategy Implementationen_US
dc.subjectAutocratic Leadership Stylesen_US
dc.subjectParticipative Leadership Stylesen_US
dc.subjectTransactional Leadership Stylesen_US
dc.subjectTransformational Leadership Stylesen_US
dc.titleExplicating the Impact of Leadership Styles on Strategy Implementation: An Empirical Study of the State Law Office, Kenyaen_US
dc.typeArticleen_US
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
Explicating the Impact of Leadership Styles....pdf
Size:
435.33 KB
Format:
Adobe Portable Document Format
Description:
Full text Article
Download
License bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
license.txt
Size:
1.71 KB
Format:
Item-specific license agreed upon to submission
Description:
Download
Collections
RP-Department of Business Administration