Strategic Leadership and Organisational Performance Of Saccos In Kenya

Abstract

A rapidly changing world has created a society craving for speed and action. Future leaders, therefore, face incredible pressures to deliver immediate results, to do more with less and to manage an ever-increasing personal workload. Managers should become more involved in guiding their subordinates and have to formulate and implement effective reward and recognition previous studies found out that the effectiveness of leaders' communication has a significantly strong relationship to employee’s engagement and intent to stay and Intellectual stimulation allows leaders to increase their followers’ efforts at innovation by questioning assumptions, reframing known problems, and applying new frameworks and perspectives to old and established situations and challenges consequently, the need for a study that seeks to further link strategic leadership and organizational performance in the context of SACCOs in Kenya. The study was anchored on the theories of Transformational leadership and the contingency theory of leadership. This study was undertaken using a cross sectional survey design and data was collected through questionaires.The target population was the 380 Sacco managers in Kajiado county in Kenya. A sample size of 38 respondents was determined and drawn using simple random sampling technique. Data analysis was done using descriptive statistics (percentages, means and standard deviation) and inferential statistics. The findings show that strategic leadership influences the organizational performance of Saccos in Kenya. The study recommends that SACCOs in Kenya should practice strategic leadership so as to improve their organizational performance by engaging employees in decision making, using strategic communication and ensuring that set goals are implemented to achieve the vision of the organization.