Effect Of Leadership Styles on Organizational Performance of Level Four and Five Public Hospitals in Isiolo County, Kenya

Abstract

Public hospitals in Isiolo County, Kenya, have faced ongoing challenges in achieving improved organizational performance, primarily due to inadequate strategies, infrastructure, and underdeveloped Electronic Healthcare Information Systems (EHIS). This study aimed to assess how different leadership styles affect the performance of level four and five public hospitals in the region. The specific leadership styles examined were democratic, visionary, autocratic and adaptive leadership. Guided by stakeholder theory, Kurt Lewin’s model, and the theory of management by planning, the study used a correlational research design. It targeted three hospitals: Isiolo County Referral Hospital, Garbatulla Hospital, and Merti Hospital. Respondents included medical superintendents, departmental heads, healthcare staff, and operations personnel. Data were collected through questionnaires and interviews, and analyzed using SPSS Version 25, applying both descriptive and inferential statistics. The findings indicated that all four leadership styles had a positive effect on organizational performance, with directive leadership having the strongest impact, followed by visionary, democratic, and adaptive leadership. While strategic leadership was aware of current trends, limited resources hindered the implementation of necessary changes. Democratic leadership suffered from poor communication between management and stakeholders. Directive leadership, although effective, was sometimes compromised by political interference. Adaptive leadership was inclusive, allowing feedback from staff on strategic decisions. The study recommends that county leadership develop policies to enhance engagement between hospital management and stakeholders. Increased budget allocations are suggested to support visionary leadership and implement strategic plans. To address political interference under directive leadership, enforcing a code of ethics is advised. These interventions aim to strengthen hospital leadership and improve overall performance in public healthcare institutions within Isiolo County.