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Main Article Content
The influence of transformational and transactional leadership styles on the implementation of strategic plans by devolved governments in Kenya
Abstract
Strategy implementation is only successful when backed by an effective leadership defined by how well leadership functions are carried out and how managers typically behave towards members of an organization. The purpose of the study was to investigate the influence of leadership styles on the implementation of strategic plans by devolved governments in Kenya. The study is anchored on Higgins's model of strategy implementation, and transformational and transactional theories of leadership. The study employed a cross-sectional descriptive survey research design. The target population was the 47 devolved governments in Kenya represented by the five devolved units in the Nairobi Metropolitan area comprising of Nairobi Kiambu, Murang’a, Machakos and Kajiado. A stratified random sampling technique was applied to Yamane’ formula to select 217 respondents from 474 senior county officers the five counties. Data was collected using a semi-structured, self-administered questionnaire. A pilot test was carried out to assess the reliability and validity of the data collection instrument. Descriptive data analysis and inferential statistics were produced using SPSS and presented in figures and tables. Qualitative data collected using the open-ended questions was transformed into quantitative data by use of content analysis. The study findings revealed that the transformational leadership style had a positive and significant influence on strategy implementation while the transactional leadership style had a negative and insignificant influence on strategy implementation by the devolved governments in Kenya. The study found other factors such as lack of prioritization of projects, lack of public participation and feedback and political interference were important. The study therefore provides empirical evidence in evaluating transformational and transactional leadership styles, adds valuable insights on how to improve strategic management practice, and presents recommendation for leadership policy development by devolved government and options for future research studies.
