| dc.description.abstract | The purpose of the study was to examine the influence of strategic leadership on the
organizational performance of the County Government of Kitui, Kenya. A descriptive research
design was used to determine the characteristics of the population under consideration. The
respondents comprised 21 directors, 34 departmental managers, and 308 administrators. The
study used a simple random method to sample the directors, departmental managers, and
administrators. In the determination of the sample size, the study used Kothari's (2004) formula
to select the 17 directors, 25 departmental managers, and 73 administrators. The study had
questionnaires and interview guides to collect data from the participants. The directors were
interviewed, whereas the departmental managers and administrators answered questionnaires.
A pre-test study was undertaken in Machakos County Government. The study considered three
types of validity, which were content, construct, and criterion. Cronbach's alpha was one of the
methods of internal consistency that examined reliability. Notably, complete questionnaires
were coded into SPSS version 26. Various descriptive statistics, like frequencies, percentages,
means, and standard deviations, were derived. Inferential statistics such as Pearson correlation
were analyzed to test the hypothesis, whereas the linear regression analysis including was
provided. The regression coefficient for strategic leadership is 0.261. Further, the results
indicate that all the variables had a significance value of less than 0.05 and a T-statistic of more
than 2, meaning that strategic plan implementation variables were statistically significant. The
study concluded that, the county leadership of Kitui had provided a suitable environment that
supported learning and development among its staff. This was to improve their knowledge on
the vision, mission, public policy, and get acquainted with various changing county operations.
To improve the effectiveness of strategic leadership, the departmental directors should consider
empowering communication policies that define horizontal and vertical communication
structure. | en_US |
