IJMLS Volume IV Issue 3

Permanent URI for this collectionhttps://repository.mua.ac.ke/handle/123456789/1283

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Author: search.filters.author.Dr. Angeline Wambugu

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    THE EFFECT OF AUTOCRATIC LEADERSHIP STYLES AND ORGANIZATIONAL PERFORMANCE OF FIVE-STAR HOTELS IN KENYA: A CASE STUDY OF FAIRMONT THE NORFOLK HOTEL NAIROBI
    (management university of africa, 2023-11) Mercy Wanjiku Wainaina; Dr. Angeline Wambugu
    The hospitality industry in Kenya is currently facing challenges in recovering to its earlier performance levels before the Covid-19 pandemic. Leadership is framed as one of the contributory factors to the effective utilization of organizational resources and capabilities valuable in navigating crisis periods and moving organizations toward fulfilling performance targets. This study aimed to explore autocratic leadership style and organizational performance of Five Star Hotels in Kenya. A case of Fairmont the Norfolk Hotel Nairobi. The study applied a census on the target population of 177 staff of Fairmont The Norfolk Hotel Nairobi. Primary data was collected through Google Survey Forms, and the results were analyzed using descriptive and inferential analysis. The findings indicated that strict supervision was practiced as the leaders in the organization followed their employee’s actions and activities closely. The leaders sought to control how specific roles, duties and functions were carried out. The study further determined that leaders did use hierarchical engagement when interacting with employees. The overall mean of autocratic leadership indicated that autocratic leadership was practiced to a low extent. The regression findings indicated that autocratic leadership had a positive and insignificant effect on organizational performance. It is recommended the authoritative or autocratic leadership style be utilized sparingly in contexts where employees may benefit from increased oversight and close guidance as its overall impact on organizational performance was determined as not being considerable. The study was restricted to autocratic leadership style which raises the need for further studies on the effect of other types of leadership such as the laissez-faire, servant-leadership and authentic leadership styles on performance of establishments in the hospitality sector.
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    THE STRATEGY IMPLEMENTATION AND ORGANIZATIONAL PERFORMANCE AT THE JUDICIARY: A CASE OF COURT OF APPEAL
    (management university of africa, 2023-11) Eunice Wangari Wanjiku; Dr. Angeline Wambugu
    The study aimed to examine the strategy implementation and organizational performance at the judiciary with reference to a court of appeal as the study case, and the specific objectives were to establish the influence of organization resources and organizational leadership on organizational performance at the Court of Appeal. The resource-based view serves as the study's primary anchor theory and is supported by the institutional theory and Higgins 8-S Strategy Implementation Framework. A descriptive research design was used for the investigation for conducting the study that targets a population of 385, and a sample size of 120 was selected using stratified random sampling. Data was collected using questionnaires and SPSS was used to examine the quantitative data. Tables are used to present the data. To demonstrate the relationship between the variables, inferential statistics (regression and correlation) was employed. The following ethical guidelines were used as a guide for the research study throughout and all study activities, including communications, dates, and places of data collection, were accurately recorded. The study establishes the predictor variable with the highest impact on organizational performance at the Court of Appeal was organizational resources, followed by organizational leadership. To make sure that organizational goals and objectives are successfully carried out, the Judiciary should design and formulate policies, regulatory frameworks, and strategic plans. The study suggests that the management of any organization, such as the Judiciary, should be aware that there is a clear relationship between the chief executive officer's abilities and performance and the success of the institution. As a result, the management team influences each stage of the process of strategy implementation. The JSC should be aware that organizational leadership is an integral part of organizational success. Senior management at the Judiciary must use a suitable balance of leadership styles to maximize the chances of long-term strategic effectiveness.