IJMLS Volume 6 Issue I

Permanent URI for this collectionhttps://repository.mua.ac.ke/handle/123456789/1201

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Author: search.filters.author.Prof. Washington OkeyoStart date: 2025

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    STRATEGIC LEADERSHIP PRACTICES AND ORGANIZATIONAL PERFORMANCE OF PUBLIC PENSION FUNDS IN KENYA: A CASE OF LAPFUND
    (management university of africa, 2025-11) Janet Jebiwot Rotich; Prof. Washington Okeyo
    The study was carried out to identify leadership gaps and inform strategies that enhance pension fund sustainability and align with Kenya’s broader public sector reform needs. The general objective of this study was to investigate the strategic leadership practices and organizational performance of public pension funds at the Local Authorities Provident Fund. The specific objective of the study was to examine the effect of strategic direction on organizational performance of public pension funds at Local Authorities Provident Fund. The study's target population comprised of 144 respondents who were based at public pension funds headquarters in Nairobi. The study selected 59respondents who were working at the public pension funds headquarters in Nairobi. Strategic direction showed a strong positive correlation, and a significant regression coefficient, underscoring the importance of leadership in aligning vision and goals with organizational priorities. The study recommends that public pension funds; align long-term goals with actionable programs to enhance performance, clear leadership vision and consistent prioritization of organizational objectives.
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    STRATEGIC LEADERSHIP AND PERFORMANCE OF NON-GOVERNMENTAL ORGANIZATIONS IN KENYA: A CASE OF SELECTED NON-GOVERNMENTAL ORGANIZATIONS IN ISIOLO COUNTY
    (management university of africa, 2025-11) Dickson Nyakenyanya; Prof. Washington Okeyo
    The study examined the relationship between strategic leadership and the performance of selected non-governmental organizations (NGOs) in Isiolo County, Kenya, focusing on four dimensions: balanced organizational controls, corporate strategic direction, strategic planning, and organizational culture. Addressing contextual and empirical gaps in existing literature, particularly the underrepresentation of arid and semi-arid land (ASAL) settings, the study provides actionable insights for NGO leaders, policymakers, and scholars. Grounded in adaptive leadership, configuration, and goal-setting theories, the study collected data from 203 staff members across seven WASH-focused NGOs, with a representative sample of 135 respondents selected through stratified and simple random sampling. Data were analyzed using SPSS version 27, and ethical standards, including informed consent and confidentiality, were strictly observed. Findings revealed statistically significant positive relationships for three of the four strategic leadership dimensions with NGO performance. Balanced organizational controls had the strongest predictive coefficient (β = 0.479), followed by strategic planning (β = 0.428), corporate strategic direction (β = 0.367), and organizational culture (β = 0.135). The study established that NGOs that adopted transparent accountability systems, upheld mission aligned direction, institutionalized adaptive planning cycles, and nurtured ethical, learning-oriented cultures demonstrated stronger program effectiveness, stakeholder satisfaction, and operational resilience. The study recommends that NGOs in resource constrained environments embrace an integrated strategic leadership model that synchronizes controls, vision, planning, and culture to improve performance and sustainability.
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    STRATEGIC PLANNING AND ORGANIZATIONAL PERFORMANCE OF STATE CORPORATIONS IN KENYA: A CASE STUDY OF GEOTHERMAL DEVELOPMENT COMPANY
    (management university of africa, 2025-11) Gioche Nyambura Lucy; Prof. Washington Okeyo
    Strategic planning positively affects the performance of state-owned companies (SOEs) in Kenya, with evidence indicating that their effective application enhances organizational outcomes. However, despite the adoption of strategic planning frameworks, many State-Owned Enterprises in Kenya continue to experience performance challenges such as inefficiency, weak governance structures, financial mismanagement, and delays in project implementation. These issues have led to low productivity, dependence on government bailouts, and failure to meet performance targets. This persistent underperformance raises concerns about the effectiveness of strategic management practices within these entities. The objective of this study was to examine the influence of Strategic planning on the organizational performance of State Corporations in Kenya: a case study of the Geothermal Development Company. This research was anchored by the Resource-Based View Theory and supported by Strategy as-Practice (SAP). Employing a descriptive research approach, data from 871 employees at Geothermal Development Company (GDC) were analyzed employing a stratified sampling technique, resulting in a sample population of 274 respondents. A standardized questionnaire was employed to gather information, preceded by a pilot study to validate the tool's dependability. Analysis involved reviewing surveys, extracting statistics, and applying regression analysis via SPSS version 24 to explore how independent and dependent variables relate to one another. The study found that strategic planning was inclusive and systematic, featuring stakeholder engagement and goal prioritization. Effective strategy formulation was evidenced by personnel engagement and alignment with organizational objectives, promoting a link between goals and performance. The study recommends that Kenyan state corporations enhance strategic planning through better organization, stakeholder participation, and regular updates. It stresses the importance of developing analytical skills for data-driven decision-making and aligning planning with performance metrics. The research advocates for stakeholder engagement, measurable outcomes, and suggests longitudinal studies to explore causal relationships.
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    STRATEGIC PLANNING AND PERFORMANCE OF NON-GOVERNMENTAL ORGANIZATIONS IN MACHAKOS COUNTY: A CASE STUDY OF MISSION FOR ESSENTIAL DRUGS AND SUPPLIES
    (management university of africa, 2025-11) Mirriam Musyoka; Prof. Washington Okeyo
    The objective of the study was to investigate the relationship between strategic planning and performance of NGOs in Machakos County, with a case study of Mission for Essential Drugs and Supplies. The study’s anchor theory was Ansoff’s Strategic Performance Theory, supported by Resource-Based View Theory and Stakeholder Theory. The study adopted a descriptive research design, with a target population of 200respondents drawn from Mission for Essential Drugs and Supplies in Machakos. A sample size of 133 respondents was selected using a stratified random sampling technique. Data were collected using questionnaires and analyzed using descriptive statistics, correlation analysis and regression analysis. The study results showed that the implementation of strategic planning significantly impacts the performance of NGOs. Regression analysis results determination (R²) was 0.543, indicating that changes in strategic planning account for54.3% of the variance in NGO performance. The study concludes that there is a substantial correlation between NGOs' performance and strategic planning hence improving it will result to positive performance. The study recommends that MEDS 'management and board of directors should continue designing and adopting policies, rules, processes, governing structures, and strategic plans in line with their objectives.