Leadership Practices on Strategic Planning Implementation: A Case of Kenya Law Reform Commission
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Date
2025-01
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Kenyatta University
Abstract
Public sector institutions in Kenya increasingly rely on strategic plans to improve performance and accountability. However, despite extensive investments in strategy formulation, many organizations continue to face challenges in translating plans into measurable outcomes. The Kenya Law Reform Commission (KLRC), mandated to review, harmonize, and reform laws to facilitate constitutional implementation, has developed several strategic plans since its establishment. Yet, execution of these plans has remained weak, largely due to leadership, resource, and institutional constraints. This study sought to examine how leadership practices influence the implementation of strategic plans at KLRC, focusing on three key variables: resource allocation, risk monitoring, and succession planning. The study was anchored on the Resource-Based View (RBV) theory, Enterprise Risk Monitoring theory, and Scharmer’s Theory U. These theories collectively explain how internal resources, risk management structures, and leadership development processes influence institutional performance. The study employed a descriptive research design that allowed collection of both quantitative and qualitative data from a target population of 100 KLRC employees drawn from six departments. Using stratified sampling, a sample of 52 respondents was selected. Primary data were collected using structured questionnaires based on a five-point Likert scale. Quantitative data were analyzed using descriptive and inferential statistics, while qualitative data were analyzed thematically. Regression analysis using SPSS v.23 was applied to test the relationship between leadership practices and strategic plan implementation. The findings established that leadership practices have a substantial impact on strategic plan implementation. Resource allocation was identified as an essential determinant for aligning financial and human resources with strategic priorities. However, limited budgetary provisions, delayed disbursement of funds, and overreliance on external support undermined effective execution. Risk monitoring was found to contribute positively to implementation by enabling identification and mitigation of potential threats, though the absence of a formal enterprise risk management framework weakened its overall influence. Regression results indicated a positive but statistically insignificant relationship between risk monitoring and strategic plan implementation (p > 0.05). Succession planning emerged as the most influential leadership factor affecting strategic plan implementation. The study found that structured career development, mentorship programs, and inclusivity in leadership succession foster institutional continuity and stability. Regression analysis confirmed a statistically significant relationship (p < 0.05) between succession planning and implementation effectiveness, indicating that strong succession systems enhance organizational performance. The regression model further revealed that resource allocation, risk monitoring, and succession planning collectively accounted for 11.8% of the variance in strategic plan implementation at KLRC, implying that other institutional factors such as communication, organizational culture, and employee motivation also play a role. The study concludes that effective leadership practices are critical to the successful execution of strategic plans in public institutions. It recommends that KLRC strengthen its resource allocation mechanisms by linking budgeting processes to strategic priorities and improving accountability in resource use. The Commission should also institutionalize comprehensive risk monitoring through a formal enterprise risk management policy. Furthermore, a structured succession planning framework should be developed to nurture leadership talent, enhance continuity, and maintain institutional memory. These findings offer valuable insights for policymakers, administrators, and researchers seeking to enhance strategic implementation and leadership effectiveness in Kenya’s public sector.
Description
A Research Project Submitted to the School of Law, Arts and Social Sciences for Partial Fulfillment of the Requirement for the Award of a Master’s Degree in Public Policy of Kenyatta University.
Supervisor
Jane Njoroge Gakenia