Joseph Omondi OkechWashington OkeyoTimothy Kiruhi2026-06-112021-10https://repository.mua.ac.ke/handle/123456789/2346Parastatals are formed to complement the government’s effort in providing efficient services and goods to its citizens. However, despite over-relying on government and donor support for sustainability, many parastatals perform dismally. This study sought to establish the relationship between strategic leadership style and organizational performance of Agricultural, Livestock and Fisheries (ALF) parastatals in Kenya. Taking positivist approach, the study was anchored on Full Range Leadership Theory. Cross sectional survey design using a census was adopted with a target population consisting of 45 Chief executive officers and 135 senior managers from 45 ALF parastatals in Kenya. Primary data was collected using structured questionnaire and analysis done descriptively and inferentially using correlation, multiple regressions and bootstrapping. The results revealed: strong positive correlation (R=0.69) between strategic leadership style and performance. The study recommends re-evaluation of leadership policies at the inspectorate of state corporations in Kenya to enhance performance of the institutions and align them with stakeholder’s demands and the global emerging trends in strategy implementation. The ALF leaders should allow departments to device viable ways of achieving strategic objectives and make sure that strategic plan is developed and implemented using a participatory approach. Finally, ALF parastatals leadership must adjust their operations and leadership in tandem with performance better.Article