Strategic Leadership and Organizational Performance: A Case of National Bank of Kenya.
| dc.contributor.author | Wachira, Mary Wanjiru | |
| dc.date.accessioned | 2025-08-06T09:51:02Z | |
| dc.date.available | 2025-08-06T09:51:02Z | |
| dc.date.issued | 2024-04 | |
| dc.description | A Research Project Submitted to the School of Business Economics and Tourism in Partial Fulfillment of the Requirement for the Award of Degree of Master of Business Administration (Strategic Management) of Kenyatta University, April 2024. Supervisor Lawrence Wainaina | |
| dc.description.abstract | Improving organizational performance which entails using organizational resources correctly to achieve set goals and objectives is an important aspect for every organization that seeks to survive in the crowded and competitive market. This has led to banks and other organizations adopting a strategic leadership style to ensure they perform at the optimum. The focus of this investigation was to establish the association between strategic leadership and how the National Bank of Kenya performs in the market. National Bank of Kenya is a registered commercial bank in Kenya with a countrywide branch network. National Bank of Kenya has continued to perform poorly both in terms of profits and customer deposits even when other banks record improved performance. The study was guided by 5 main objectives, namely; to establish the extent to which strategy creation influences performance at the national bank of Kenya, to assess the effect of human capital development on the performance of the national bank of Kenya, to examine the influence of organizational ethical practices on the performance of the national bank of Kenya, to investigate how organizational resource control affects performance at the national bank of Kenya and to find out how organizational innovations affect performance at the national bank of Kenya. It was conducted within the national bank of Kenya by involving the head office and 9 branches in the coast region. The study was guided by the resources-based view (RBV) and Transformational leadership theories. The research employed a descriptive survey design. To actualize this, the researcher conducted a census using an interview guide to collect data from 18 senior managers at the national bank head office located at the National Bank Building Harambee Avenue, Nairobi. The study also used a self-administered questionnaire with predetermined responses requiring respondents to pick only one item per question. To ensure validity, the study questionnaire was pretested on 10 National Bank of Kenya Kiambu Branch. The questionnaire was then revised to correct areas of misunderstanding. The also study adopted the Cronbach alpha to determine the reliability of the study instrument the results which yielded a 0.7 correlation which is considered satisfactory. The tool was then administered to 36 branch management staff in the coast region (Malindi, Kilifi, Mtwapa, Nyali, Technical University of Mombasa, Bondeni, Changamwe, Nkrumah, and Ukunda). The study registered an 80% return rate which is acceptable for analysis. Analysis for the study data was done using frequencies, percentages, mean and standard deviation while the relationship between study variables was tested using bivariate correlation analysis and multiple linear regression analysis. The study analysis showed that strategy creation, human capital development, organizational ethical practices, organizational resource control and organizational innovations are statistically significant to organizational performance at ninety-five percent level of confidence. organizational ethical practices, organizational resource control, and organizational innovations. Based on the findings of this study it is recommended that National Bank of Kenya leadership should continuously scan the environment to be able to formulate strategies that will give the bank a competitive edge. This will make the bank more profitable and circumvent challenges brought about by changes in the business environment. The study also recommends that the organization should continuously develop its human capital to make the bank increase its performance in the market. It is also important for commercial banks to formulate and follow ethical guidelines as a strategy towards improving performance in the market. The study further recommends that organizational members should take an active role in strategy formulation and all organizational members should be updated on the strategic direction the organization seeks to take. Finally, the study recommends that NBK and other commercial banks should scan the market and develop more innovative products in order to attract and retain more customers. | |
| dc.description.sponsorship | Kenyatta University | |
| dc.identifier.uri | https://ir-library.ku.ac.ke/handle/123456789/31150 | |
| dc.language.iso | en | |
| dc.publisher | Kenyatta University | |
| dc.title | Strategic Leadership and Organizational Performance: A Case of National Bank of Kenya. | |
| dc.type | Thesis |