Effects of Strategic Leadership Practices on Public Organization’s Performance in Tanzania: A Case Study of Kigamboni Municipal Council

Abstract

This study examines the impact of strategic leadership practices on the performance of Kigamboni Municipal Council in Tanzania, utilizing Strategic Leadership Theory. The research employed a quantitative, cross-sectional design, targeting councilors and employees as respondents. Data was collected from 61 participants through a questionnaire, and analysis was conducted using descriptive statistics and linear multiple regression. Results indicate significant relationships were found between strategic practices and organizational performance. the influence of leadership strategic direction practices model explains 25.0% of the variance in organizational performance (R² = 0.250; F (4, 54) = 4.495, p = 0.003) with significant predictors including Municipal Written Vision, Mission, and Goals (Beta = 0.486, p = 0.000): A strong positive relationship with performance.- Municipal Formal Direction Setting Process (Strategic Plan) (Beta = -0.560, p = 0.002): A negative impact indicating ineffective planning. Operational Efficacy model explains 58.0% of the variance (R² = 0.580; F(6, 53) = 5.423, p = 0.000). Significant predictors including Efficient Service Delivery (Beta = 0.759, p = 0.000) having strong positive impact on performance. While Timely Citizen Needs and Response** (Beta = -0.573, p = 0.001**): Negative impact emphasizing prompt responses. Strategic leadership in human capital Competence Development explaining 30.8% of the variance (R² = 0.308; F (5, 54) = 4.640, p = 0.001), significant relationship noted on Developed Human Capital Competency (Beta = 0.647, p = 0.000): Strong positive influence. While, Spotting Cost Advantage Opportunities (Beta = -0.735, p = 0.000) has negative impact on performance. The roles/functions played of leadership practices strategic control element in achieving Organizational Performance model explains 34.3% of the variance in performance (R² = 0.343; F(7, 52) = 3.386; p = 0.005). Key findings indicate that identifying flaws (Beta = 0.837, p = 0.000) and monitoring progress (Beta = 0.883, p = 0.046) significantly enhance performance. Conversely, the need for timely corrective actions negatively impacts outcomes (Beta = -1.277, p = 0.006). While informing operational strategies contributes positively (Beta = 0.084, p = 0.048), financial controls show limited significance (Beta = -0.133, p = 0.498).The findings conclude that strategic leadership practices significantly contribute to the overall performance of Kigamboni Municipal.  Thus, for an organization to achieve optimal performance, strategic leaders is inevitable in formulating and implementing strategic directions ensure operational efficiency, develop staff competencies, and establish robust strategic controls. Policy recommendations include investing in human competence development, setting clear vision statements and goals, providing leadership training, implementing strategic controls, introducing change management processes, and aligning with organizational objectives.