Master of Business Administration
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Item Strategic Leadership And Performance Of Agricultural Finance Corporation In Kenya(KeMU, 2025-03) Muchiri, Veronicah MwihakiThis study examined the influence of strategic leadership on the performance of Agricultural Finance Corporation. Strategic leadership, encompassing the establishment of strategic direction, the shaping of organizational culture, the implementation of strategic control mechanisms, and the facilitation of strategic decision-making, was hypothesized to play a pivotal role in enhancing organizational outcomes. The study was grounded in Contingency Theory, Strategic Fit Theory, the Resource-Based View, Stakeholder Theory and The Balanced Scorecard Theory. The study used a descriptive research approach and surveyed 204 AFC employees from different management levels. A simple random approach was also used in the investigation. Standardized questionnaires were used to collect primary data, while AFC's financial reports and other pertinent publications were used to gain secondary data on organizational performance. Strategic leadership drastically affected AFC's performance, according to the results. Improved financial performance, operational efficiency, and customer happiness were observed as outcomes of a clearly articulated and operationally aligned strategic goal. The study also revealed that an organizational culture aligned with strategic objectives fostered higher levels of employee engagement, innovation, and productivity. Moreover, the implementation of robust strategic control mechanisms was shown to be critical for maintaining alignment with strategic goals and ensuring sustained organizational performance. Finally, the study demonstrated that strategic decision-making processes that involved key stakeholders and were informed by comprehensive market analysis and risk assessment contributed significantly to better organizational outcomes. The study summarized that there is a significant positive relationship between strategic direction, organizational culture, strategic control and strategic decision-making on organizational performance within the Agricultural Finance Corporation. These results informed the study's recommendations for how public companies like AFC should improve their performance. As a first step, it was suggested that AFC's top brass should do a better job of communicating the company's long-term objectives to their staff. Secondly, the cultivation of a strong organizational culture that supports strategic objectives was advised, emphasizing the need for continuous innovation and employee engagement. Thirdly, the study suggested strengthening strategic control mechanisms through regular performance reviews and adaptive management practices. Lastly, it was recommended that AFC broaden its strategic decision-making processes to include diverse stakeholder input, thereby ensuring more balanced and effective strategic choices.Item Influence of Strategic Leadership on Strategy Implementation in Kilifi County Government(KeMU, 2022) Dismas, Mwasambu PolleThe fundamental driver of strategy implementation is strategic leadership. The leader's part is vital in determining the strategy execution procedure because it is doable schedule and conclusions about the way it can be fast or hard to drive for change is critical. The focus of the research was on the influence of strategic leadership on strategy execution in Kilifi County. The objective of the study was to assess the influence of strategic thinking, action creation, resource optimization, and technology adoption on strategy implementation in Kilifi county government. Path-Goal Leadership, Transformational Leadership, Resource Based View (RBV), and Social Learning were the theories used in this research. To explain the existing situation and collect data across a number of units, the research utilized a descriptive survey approach. The targeted population was 61 Kilifi County Government officers (11 members of the County Executive Committee, 22 chief officers, and 28 departmental directors). The study used census sample approach, which included all 61 respondents. A questionnaire with closed-ended questions was used to collect data for this study. To ensure the validity of the research instruments, the researcher conducted a pilot study with six Lamu County government officials. Data was examined and analyzed using a Software (SPSS) Version 24.0 through descriptive and inferential statistics. Frequencies, percentages, and cross tabulations was used for presenting the findings. The use of a regression model to determine the type of the link among research variables was included in inferential statistics. It was determined that strategic thinking provided an adequate explanation for how strategies were carried out. Findings revealed that strategic thinking was a reliable indicator of successful strategy execution. According to correlation analysis, the Kilifi county government's strategy execution was favorably and significantly correlated with the development of action plans. The Kilifi county government's resource optimization and plan implementation had a positive and substantial association, according to regression of the coefficient. Results also indicated that strategy implementation is well predicted by technology adoption. Based on the findings, the study concluded that Strategic thinking, Creation of action plans, resource optimization and Adoption of technology have a positive and vital effect on strategy execution in Kilifi county government. This study found that strategic thinking managers and leaders in Kilifi County Government who have the ability to develop an in-depth analysis have influenced strategic implementation in Kilifi county government. This study therefore recommends that strategic thinking managers and leaders within the county should time to time monitor and evaluate the progress of already implemented projects