Journal Articles
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Item Influence of Strategic Direction on Organizational Performance of Public Corporations in Kenya. A Case Study of Agricultural Finance Corporation(The Strategic Journal of Business & Change Management, 2024-08) Muchiri, Veronicah Mwihaki; Gichunge, Evangeline; Mutegi, DoreenThis study examined the influence of strategic direction on the organizational performance of public corporations in Kenya, focusing specifically on the Agricultural Finance Corporation. The study was grounded in Contingency Theory. A descriptive research design was employed, with data collected from a sample of 204 employees across various management levels at AFC. The study also adopted simple random method. Primary data were gathered through standardized questionnaires, while secondary data on organizational performance were sourced from AFC’s financial reports and other relevant publications. Data analysis involved the use of descriptive and inferential statistics, including mean, standard deviation, Pearson correlation, and regression analysis, facilitated by SPSS version 29. It was found that a well-defined strategic direction, when effectively communicated and aligned with the organization’s operations, led to improved financial performance, operational efficiency, and customer satisfaction. Based on these findings, the study recommended several strategies for improving the performance of public corporations like AFC. It was recommended that AFC’s leadership enhance strategic communication to ensure that all employees are aligned with the organization’s vision, mission, and goals.Item Influence of Strategic Leadership on the Performance of Hospitality Companies in Maputo Province, Mozambique(International Journal of Professional Practice (IJPP) Vol . 12 Issue No. 5, 2024, 2024) Boane, Celia Antonio; Gichunge, Evangeline; Miluwi, JoshuaThe drivers of strategy implementation are crucial for achieving strategic goals. The study aims to identify critical elements that contribute to enhanced performance in the Hotel industry. It examines the influence of strategic leadership on the performance of hospitality companies in Maputo Province, Mozambique, focusing on key elements that enhance hotel performance. The study, grounded in Strategic Leadership theory, utilized a descriptive survey research design. Data were collected from 10 hotels, with participants including 10 Chief Executive Officers, 10 relationship managers, 10 operations managers, 10 IT managers, and 10 strategic leaders. A total of 50 respondents were selected through simple random sampling method, and they responded to both limited-choice and open-ended questions. To ensure the validity of the research, a pre-test was conducted at Vip Grand Hotel Maputo, with one relationship manager and two IT staff. The findings were illustrated using descriptive statistics, frequency charts, and detailed explanations, while inferential statistics were analyzed through multiple regression and correlation analysis. Results indicated that strategic leadership significantly influences the performance of hospitality companies. A correlation coefficient of 0.089 was found between strategic leadership and performance, with statistical significance at a p-value of 0.05. Participants highlighted the importance of effective leadership, emphasizing that senior management must cultivate behaviors and practices that drive performance. The study concluded that effective leadership is essential for achieving customer satisfaction, profitability, market share, operational efficiency, informed decision-making, and resource management. As a result, the study recommends that hotel CEOs prioritize a culture of creativity and innovation. This can be accomplished by encouraging employees to share ideas, experiment with new approaches, and continuously improve processes, thereby enhancing overall hotel performance.