Leadership Development Strategy in Succession Planning and Employee Performance in the State Department for Public Service, Nairobi City County, Kenya
| dc.contributor.author | Onyango, Maureen | |
| dc.contributor.author | Makhamara, Felistus | |
| dc.date.accessioned | 2025-11-21T06:58:26Z | |
| dc.date.available | 2025-11-21T06:58:26Z | |
| dc.date.issued | 2024 | |
| dc.description | Research Article | |
| dc.description.abstract | employee performance is correlated with the failure of managers or administrators in the public sector to recognize and implement an effective succession strategy that could motivate its employees. The report from the Public Service Commission in Kenya highlighted issues such as a bloated workforce, a high wage bill, absence of succession planning policies, stagnation, and the challenge of retaining skilled employees. Within the State Department for Public Service, there has been a persistent challenge regarding employee performance, significantly impacting the efficient delivery of government functions. This study aimed to explore how Leadership Development Strategy affects employees perform in the State Department of Public Service in Nairobi City County, Kenya. This research focused on two theories: Human Capital Theory Social Exchange Theory and one model called the Relay Succession Planning model. This study used a descriptive research design. The group was focusing on 419 workers in the different departments at the State Department of Public Service. 30% of the respondents which came to 126 participants were used. The study used stratified random sampling to gather information from the respondents taking part in the study. Both primary and Secondary information were collected. An open ended questionnaire was also used. 10% of the sample size which came to 13 respondents were picked for pilot study. The instrument's reliability was evaluated by using Cronbach Alpha with a minimum requirement of 0. 7. To ensure validity, the study assessed content construct and face validity. Closed-end questions in the survey helped to gather quantitative data while open-ended questions allowed for the collection of qualitative data. This rigorous approach would help in gathering accurate and reliable information for our study. The data collected for this study was analyzed in two different ways. Qualitative data which includes information gathered through interviews or observations were analyzed using thematic analysis. On the other hand quantitative data which included numerical information like survey responses was analyzed using a software called SPSS 22- The results of the analysis was presented in tables to make it easier to understand and interpret. The research found a significant positive correlation between leadership development strategy and employee performance in Nairobi’s State Department for Public Service. The study concludes that effective leadership is essential in public service as it directly impacts service delivery, employee morale, and public trust. The study recommends that the State Department can implement training programs that address both technical skills and soft skills, such as leadership and communication. The State Department should pair emerging leaders with experienced mentors within the department to provide guidance, support, and knowledge sharing | |
| dc.identifier.citation | Onyango, M., & Makhamara, F. (2024). Leadership development strategy in succession planning and employee performance in the state department for public service, Nairobi City County, Kenya. The strategic Journal of Business & Change Management, 11 (3), 706 – 717. Http://dx.doi.Org/10.61426/Sjbcm.v11i3.3052 | |
| dc.identifier.issn | 2312-9492 | |
| dc.identifier.uri | https://ir-library.ku.ac.ke/handle/123456789/31965 | |
| dc.language.iso | en | |
| dc.publisher | Strategic Journals | |
| dc.title | Leadership Development Strategy in Succession Planning and Employee Performance in the State Department for Public Service, Nairobi City County, Kenya | |
| dc.type | Article |