Strategic Leadership and Organizational Performance: A Case of National Bank of Kenya
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Date
2025
Journal Title
Journal ISSN
Volume Title
Publisher
IAJHRBA
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 human capital
development and how the NBK performs in
the market. NBK is a registered commercial
bank in Kenya with a countrywide branch
network. NBK has continued to perform
poorly both in terms of profits and customer
deposits even when other banks record
improved performance. 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. The tool was administered to 36
branch management staff in the coast
region (Malindi, Kilifi, Mtwapa, Nyali,
TUM, 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 show that results of analysis
showed that human capital development is
statistically significant to organizational
performance at ninety-five percent level of
confidence. Based on the findings of this
study it is recommended that the
organization should continuously develop
its human capital to make the bank increase
its performance in the market.
Description
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Citation
Wachira, M. W., Wainaina, L. (2025). Strategic leadership and organizational performance: A case of National Bank of Kenya. International Academic Journal of Human Resource and Business Administration (IAJHRBA), 5(1), 1-18.