Strategic Leadership and Performance of Laterite Kenya Limited

Abstract

The purpose of this study was to investigate the influence of strategic leadership on the performance of Laterite Kenya Limited. The study was based on the upper echelon and the dynamic capabilities theories. The study utilized a case study research design. The study gathered primary data by conducting interviews with top management employees at Laterite Kenya Limited, who were the Managing Partner, Finance Director, People Operations Manager, Research Director, and Director of Strategic Initiatives. The study also obtained data from the financial statements of Laterite Kenya Limited for the five-year period from 2018 to 2022. Content analysis was used to analyse the data. The study found that clearly communicated strategic leadership had an influence on the performance of Laterite Kenya Limited as it shaped the strategic direction, enabled anticipating, allowed flexibility and supported employee empowerment. The study found that strategic leadership has notable positive influence on organizational performance as it fosters shared clarity of direction, innovativeness and effective communication which has enhanced productivity and thus the impressive performance in the five years Laterite Kenya Limited has been in operation. The study concludes that strategic leadership, when manifested through clearly communicated strategic direction, anticipating, flexibility and empowered employees, will influence performance positively. The study recommends that policy makers need to entrench strategic leadership training programs into the corporate governance practices in Kenya. The study recommends that the management of Laterite needs to regularly assess and adjust their communication, internal processes, and employee involvement practices to ensure they remain strategic and responsive to the evolving dynamics of the business environment.