INFLUENCE OF STRATEGIC LEADERSHIP ON EMPLOYEE

PERFORMANCE IN GOVERNMENT MINISTRIES IN KENYA

BY
FAITH NANYAMA MUNYASI

A RESEARCH PROJECT1SUBMITTED1IN1PARTIAL1
FULFILLMENT1OF THE1REQUIREMENTS FOR1THE AWARD1OF1
THE DEGREE1OF MASTER OF1BUSINESS1ADMINISTRATION,
FACULTY OF BUSINESS1AND MANAGEMENT1SCIENCES1,
UNIVERSITY OF NAIROBI1

NOVEMBER 2022
 DECLARATION
I declare that1this1is1my1original work1and1has1not1been1presented1for1a1degree in any1
university or1college1for1examination1or1academic1purposes.

Signed … …… Date …25th November, 2022…………

FAITH NANYAMA MUNYASI

D61/34693/2019

This1research1project1has1been1submitted1for1examination1with1my1approval1as1the1
university1supervisor.

Signed ………… ……………… Date …28/11/2022……………………

DR. MARGARET MUTHONI

FACULTY1OF BUSINESS AND MANAGEMENT1SCIENCES,
UNIVERSITY OF1NAIROBI1

i
 DEDICATION

This project is dedicated to my parents, Dr. Joseph Munyasi and Mrs. Alice Munyasi for
their unwavering support, to my husband, Damian Nasenya Wandera, my son, Kian Jabali
Nasenya and my siblings, Peter and Seth Munyasi who inspired and enlightened me.

ii
 ACKNOWLEDGEMENT

I owe a great deal of thanks to everyone who supported and pushed me to finish my
education. I want to start by expressing my gratitude to the Almighty God, who's
tremendous grace prevented me from starting and finishing my education. I give Him
praise and gratitude.

My sincere gratitude goes out to Dr. Margaret Muthoni, my supervisor, who helped me
shape this effort into something significant by her ongoing and astute reviews, suggestions,
and support. Without her assistance, it would have been tough to complete this.

My parents, Dr. and Mrs. Joseph Munyasi, helped shape who I am, and I am grateful for
their tremendous moral support. To my husband, Damian Nasenya Wandera for your
patience and understanding, to my son, Kian Jabali Nasenya and my siblings Peter, Seth
and the late Sam, thank you for always believing in me.

To all I say, God Bless You.

iii
 LIST OF TABLES

Table 4.1: Age Bracket ..................................................................................................... 18

Table 4.2: Level of Education ........................................................................................... 19
Table 4.3: Employment Duration ..................................................................................... 19
Table 4.4: Strategic Leadership ........................................................................................ 20
Table 4.5: Descriptive Statistics on Employee Performance ............................................ 24
Table 4.6: Model Summary .............................................................................................. 25
Table 4.7: ANOVA Results .............................................................................................. 25
Table 4.8: Regression Coefficients ................................................................................... 26

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 LIST OF FIGURES

Figure 4.1: Pie Chart Showing Age Bracket ..................................................................... 18

Figure 4.2: Pie Chart Showing Level of Education .......................................................... 19
Figure 4.3: Pie Chart Showing Employment Duration ..................................................... 20

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 TABLE OF CONTENTS

DECLARATION................................................................................................................ i

DEDICATION................................................................................................................... ii

ACKNOWLEDGEMENT ............................................................................................... iii

LIST OF TABLES ........................................................................................................... iv

LIST OF FIGURES .......................................................................................................... v

ABSTRACT .................................................................................................................... viii

CHAPTER ONE ............................................................................................................... 1

INTRODUCTION............................................................................................................. 1

1.1 Background of the Study .............................................................................................. 1

1.2 Research Problem ......................................................................................................... 4
1.3 Research Objectives ...................................................................................................... 6
1.4 Value of the Study ........................................................................................................ 6
CHAPTER TWO .............................................................................................................. 7

LITERATURE REVIEW ................................................................................................ 7

2.1 Introduction ................................................................................................................... 7

2.2 Theoretical Foundation of the Study............................................................................. 7
2.3 Strategic Leadership and Employee Performance in Organizations............................. 9
2.4 Empirical Studies and Research Gaps ........................................................................ 10
CHAPTER THREE ........................................................................................................ 14

RESEARCH METHODOLOGY .................................................................................. 14

3.1 Introduction ................................................................................................................. 14

3.2 Research Design.......................................................................................................... 14
3.3 Population of the Study............................................................................................... 14

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3.4 Data Collection ........................................................................................................... 15
3.5 Data Analysis .............................................................................................................. 16
CHAPTER FOUR ........................................................................................................... 17

DATA ANALYSIS, RESULTS AND DISCUSSION ................................................... 17

4.1 Introduction ................................................................................................................. 17

4.2 Response Rate ............................................................................................................. 17
4.3 Demographic Information ........................................................................................... 17
4.4 Strategic Leadership.................................................................................................... 20
4.5 Employee Performance ............................................................................................... 24
4.6 Regression Analysis .................................................................................................... 25
4.7 Discussion of the Findings .......................................................................................... 27
CHAPTER FIVE ............................................................................................................ 30

SUMMARY, CONCLUSION AND RECOMMENDATIONS .................................. 30

5.1 Introduction ................................................................................................................. 30

5.2 Summary of the Study ................................................................................................ 30
5.3 Conclusion .................................................................................................................. 31
5.4 Recommendation of the Study .................................................................................... 32
5.5 Limitations of the Study.............................................................................................. 32
5.6 Suggestions for Further Study .................................................................................... 33
REFERENCES ................................................................................................................ 34

APPENDICES ................................................................................................................. 39

APPENDIX I: Kenya Government Ministries .................................................................. 39

APPENDIX II: Research Questionnaire ........................................................................... 40

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 ABSTRACT

Strategic leaders are termed as the focal point for better organizational performance.
Strategic leadership promotes the culture of inquiry and allows the employees to learn from
their mistakes and failures. Through good leadership, employees can work better thus
improve their performance. Determining how strategic leadership impacted employee
performance in Kenyan government ministries was the aim of this study. The study, which
employed a cross-sectional research approach, concentrated on all 21 government
ministries in Kenya. The respondents were in charge of the departments of strategy or
human resource management. the department of strategy or human resource management
managers provided the study's principal sources of data. Before analysis, the data was
carefully examined to make sure it was accurate and comprehensive. Regression analysis
was used to determine the relationship between the independent variables and dependent
variable. The study found out that strategic leadership (strategic direction, organization
resource portfolio, strategic planning and forecast, and corporate communication) was a
key factor in ensuring employee performance. The results of the regression analysis also
showed that the organization resource portfolio has a significant and favorable impact on
the employee performance in government ministries, indicating that an increase in the
organization resource portfolio will result in an improvement in employee performance.
Further research revealed that strategic planning and forecasting significantly affected
employee performance in government ministries; as a result, an increase in strategic
planning and forecasting would improve employee performance in government ministries
while maintaining all other variables constant. In government ministries, an increase in
corporate communication would result in higher employee performance while keeping all
other variables constant. According to the survey, government ministries should place more
emphasis on strategic direction to prevent personnel turnover. The study also recommends
that government ministries should have more organized ways of handling government
resources. Strategic planning and forecasting should be streamlined to ensure up to date
approaches are used. Communication flow should be improved for better employee
performance in the ministries. This study only looked at three factors on strategic
leadership, that is, strategic direction, organization resource portfolio, strategic planning
and corporate communication.

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 CHAPTER ONE

INTRODUCTION
1.1 Background of the Study

All organizations regardless of the industry or sector rely on the availability of qualified
individuals to survive (Harrison, 2012). As a result, it is necessary to manage all aspects of
a company's operations to ensure its long-term viability, and it is critical to provide a
pleasant working environment for employees (Alvi, Haider, & Akram 2020). Currently,
good leadership is the solution to this problem, as it allows for higher production (Wilson,
2016). Lack of effective leadership, has made many current businesses and organizations
to experience challenges such as unethical behavior, high worker turnover, and poor
financial performance. The main goal of any enterprise, according to Vigoda-Gadot (2012),
is to achieve its objectives and gain a competitive advantage. Good and effective leadership
is an important and yet critical tenet in the creation of a vision, communicating the vision
to employees, motivating employees, and coordinating their activities. Strategic leadership
is becoming an increasingly important topic for most firms today. Employees are motivated
by good leadership, according to Alvi, Haider, and Akram (2020). Establishing a
connection between management and workers that is unlike any other is one of the primary
goals of strategic leadership. This helps to boost employee performance and productivity.

The upper echelons theory and the path-goal theory are used in this research. These ideas
aid in the establishment of a link between employee performance and strategic leadership.
The theory was proposed by Hambrick and Mason (1984) which states that managers'
preferences and actions influence the strategic decisions, direction, and consequences of
their businesses. This means that a leader's capacity to make strategic choices has a direct
influence on an organization's operations and employee performance. Martin Evans, in the
year 1970, developed the concept of path-goal theory as a means by which a leader's style
or behavior may be adopted. According to this notion, the leader's conduct has a significant
impact on workforce performance.

Government of Kenya has recognized the need to monitor and improve performance, and
as a result, it has worked to improve employee engagement and performance across all
1
ministries. This has been accomplished via reorganization, the improvement of the
effectiveness of information systems, and the development of new methods to evaluate
performance (GoK, 2015). Despite the restoration of the Economic Recovery Strategy
(ERS) to improve public sector performance, government ministries continue to perform
poorly. Political influence, abrupt change in leadership, incompetence, extreme
mismanagement, and bad organizational structure are only a few of the primary reasons to
Kenyan government agencies' poor performance (Kamanja, 2020). This is an implication
that poor leadership in the government ministries has contributed largely to the failure of
respective ministries. This study recommends the adoption of strategic leadership to
facilitate employee performance and in general ministerial performance.

1.1.1 Strategic Leadership

Strategic leadership is the ability of an organization to anticipate, foresee, and maintain

flexibility while also empowering others to create a strategic opportunity and a sustainable
future for the business (Zia-ud-Din et al., 2017). Participative thinking, according to Alvi,
Haider, and Akram (2020), is described as a senior leader's capacity to make meaningful
decisions and execute strategies in a dynamic, inconsistent, and ambiguous corporate
environment. According to Abdow (2019), organization’s future and strategy is executed
by few leaders. The leaders of the organization are responsible for providing guidance to
all aspects of the business, from the administrative offices to the shipping and receiving
regions. The capacity to think of and continually generate new reasons for an organization
to continue existing over the long term is an essential component of strategic leadership.
The leader of an organization needs to be able to maintain focus not only on the value
addition that is currently taking place in the organization, but also on the changes taking
place even within the organization that either jeopardize the position of the organization or
drive innovation for production cost.

The best way to promote a more value-oriented culture in the public sector in the twenty-
first century, if that is what it takes, is to put strategies into practice (Nthini, 2013; Wakhisi,
2021; Chishambo, & Muchelule, 2018). The leadership of organizations in the public sector
faces significant challenges due to a culture of non-performance-based human resource

2
management (HRM), a lack of innovative management strategies, and the prevalence of
constrained and pervasive bureaucratic leadership styles. It is possible to guarantee the
success of the public sector by filling a number of crucial strategic leadership roles.

1.1.2 Employee Performance

Employee performance is the ability of workers to complete and successfully accomplish

a job-related task. Organization directors always evaluate each employee's performance
periodically to assist them identify potential areas for development (Zia-ud-Din, 2017).
Workplace and organizational psychology revolve around the concept of employee
performance. It's a multifaceted and ever-changing idea. It is interchangeable with human
resources and level in which they perform duties. Employee performance refers to how
well an employee performs all of the tasks that are expected of them (Kavoo-Linge &
Kiruri, 2013).

The performance of an employee is assessed based on both their outcomes and their
conduct. Personal characteristics like as one's attitude, talents, skills, knowledge, and
experience all play a part, as does one's overall level of education. Different indicators are
employed to measure performance, according to Alvi, Haider, and Akram (2020). Quality
can be achieved by percentage of work, timeliness of efficiency, customer satisfaction
through feedback and numbers of loyal customers, which is determined by how quickly an
employee completes a specific task. Employee performance is vital, according to Zia-ud-
Din et al (2017). Talented employees need feedback to help them grow and improve, but
it's also prudent to keep track of what's going on in the company.

1.1.3 Government Ministries in Kenya

Government ministry is an entity tasked with overseeing the administration of the

government. A cabinet secretary leads it, with power over one or more departments. The
Cabinet is responsible for overseeing the Ministries, which are responsible for coordinating
the activities and operations of the government (Republic of Kenya, 2012). Cabinet
secretaries are directly accountable for their department's management and have exclusive
authority for government policies and actions. Cabinet secretaries also have complete

3
control over government policy and action. Their role is to provide counsel to the president
on key issues pertaining to public policy as well as particular matters pertaining to the
ministries to which they belong. Cabinet secretaries get together to address issues of policy
that are relevant to the functioning of the government. The cabinet secretaries are
individually accountable to the National Assembly for the direction and control of the
ministries over which they preside. They are responsible for the respective ministries. As
the head of the ministry, the cabinet secretary is accountable to parliament for any
inconsistencies that occur within his department; nonetheless, his appointment is separate
from that of the other members of the cabinet (Maina, 2018).

Ministries, of which there are 21 in total, manage the government (GoK, 2021). The
responsibility of the ministry includes the formulation of financial and economic policies,
as well as the implementation and maintenance of stable government spending that promote
socioeconomic advancement in government subsectors. Therefore, leadership in
government ministries is critical since it directly influences the public sector. Given that
the government ministries in Kenya as identified by Kamanja (2020) have been performing
poorly, it raises questions on the leadership type and the motivation provided to improve
employee performance. This study shall use data collected from the 21 government
ministries in Kenya to determine their leadership styles examine strategic leadership and
its effect on employee performance.

1.2 Research Problem

Strategic leadership has long been recognized as an important factor in setting the tone,
tempo, and style of successful plan execution. Competitiveness and high returns can be
achieved through effective strategic leadership activities (Hitt et al. 2007). Organizations
face challenges in the current fast-changing business environment that if not properly
managed leads to loss in profit, shrinking of markets and loss in productivity and poor
performance.

Kenya government ministries have different indicators of poor work performance and
service delivery despite the significant resources invested. Errors in work; poor customer
service; complaints; regular tardiness; negative attitudes through arguments; poor service;
4
long lunch breaks; high absenteeism; failing to follow instructions; deterioration in job
quality are among the challenges facing the government ministries in Kenya. As a result,
the ministerial sector must consider how to cope with bad performance (Koskei, Musebe,
& Mbaraka, 2021). The desire to improve employee performance has prompted a shift in
focus from the efficiency of procedures to the compatibility of job holders and the roles
they perform. The justification for this is the growing evidence of strategic leadership's role
in improving organizational performance. Despite the significant efforts made,
performance gap still exists due to low staff performance. As a result, the study will try to
figure out why this is happening and how to improve in terms of strategic leadership. The
findings should provide insight into how firms may strengthen leadership roles in order to
improve the working environment and encourage great performance from their employees.

Strategic leadership impact on employee performance in Kenyan government ministries is

still unknown. Although there is written material and scientific research on strategic
leadership, it is inconclusive and lacks sufficient details to be used as a foundation for the
creation of organizational policy. Zia-ud-Din et al. (2017) conducted research in Pakistan
to determine how strategic leadership affects employee performance. According to the
study, strategic leadership boosts an organization's productivity. The current study will
concentrate on the Kenyan government's ministries, with the textile industry acting as its
central theme. According to the findings of a study conducted by Timor-Leste government
agencies, strategic leadership improves an organization's performance. But the survey
didn't primarily focus on employee performance. These studies are completely dissimilar
from one another in terms of context and conceptual framework.

A strategic leader who fosters a company culture and values that are shared by all
employees should be in charge of enforcing employee behavior, according to Kahiga's
(2017) findings. Despite showing a significant link between strategic leadership and
employee performance, the research was conducted using a case study approach, which
restricts the study's ability to be used to generalize the findings to other types of research.
The conclusions of these studies are important; however, the researcher focused on other
sectors and not Kenya government ministries, their findings may not be applicable to this

5
study. This study will therefore attempt to inform on this existing research gap. The study
attempts to answer the research question; what impact does strategic leadership have on
employee performance in Kenyan government ministries?

1.3 Research Objectives

The objective of the study is to ascertain how strategic leadership affects employee
performance in Kenyan government ministries.

1.4 Value of the Study

This research study lends to the growing discussion on furtherance of theories of strategic
leadership on employee performance. The study is beneficial to policy makers in
organizations and the government ministries since it shows the importance of strategic
leadership in improving employee performance. The policy makers can use the findings to
develop effective strategic leadership practices in all government ministries that ensure the
implementation of strategic direction, strategic planning and forecasting, availability of
organization resource portfolio and corporate communication in motivating employees to
perform better.

The study is beneficial to the management of the organizations and government ministries.
The study provides insights on the function of leaders and their capability of improving
employee performance. The concept of strategic leadership in the modern world has been
embraced by organizations due to its benefits towards firm performance. Therefore, the
findings provide a framework that organizations and government ministries can follow to
ensure better performance from employees.

The study underlines the need of implementing strategic leadership to improve employee
performance. Future scholars might utilize the research as a start point for more research
into the link between the studied factors. Furthermore, the study can be used as a secondary
data source to help other studies better comprehend the subject.

6
 CHAPTER TWO

LITERATURE REVIEW
2.1 Introduction
This chapter reviews literature on theories in relation to strategic leadership and employee
performance. The chapter also reviews the theoretical foundation and highlights the
reviewed studies and research gaps.

2.2 Theoretical Foundation of the Study

This study will be based upper echelons theory and path-goal theory. Both theories explain
how the actions and behaviour of leaders impact the output of employees. Hence both
theories emphasize on the adoption of strategic leadership to improve actions of
management and employees.

2.2.1 Upper Echelons Theory

The upper echelons theory was proposed by Hambrick and Mason (1984) and their primary
emphasis was on the effect that leadership has on the results and performance of
organizations (Kabetu, & Iravo, 2018). According to Hambrick and Mason's (1984) theory,
the organization's top managers' preferences and behaviors have an impact on the strategic
decisions, course, and effects of those decisions. The top echelon's theory holds that the
organization's strategy and performance reflect the ideals of the top executives (Ombese,
2020). Using the upper echelon hypothesis as a foundation, Finkelstein, Hambrick, and
Cannella (1996) investigated the ways in which top executives influence the process of
making strategic decisions.

The foundation of the upper echelons theory is the belief that an organization's success and
values strongly correlate with the leadership's actions (Finkelstein, Hambrick, & Cannella,
1996). The efficacy and performance of a company are also significantly impacted by
senior management teams, according to empirical study (Oppong, 2014). As a result, the
values, beliefs, and decisions of leaders have an impact on how the organization reflects
the values of the leaders (top executives) (Ombese, 2020). The idea is useful for projecting
the outcomes of an organization based on the current senior managers. The idea also aids

7
rivals in anticipating rival enterprises' activities, as well as guiding organizations in
selecting leaders of the appropriate caliber.

Decisions and strategies are frequently biased and subjective, according to Hambrick and
Mason (1984), because they are made by people whose ability to understand the world is
limited by a variety of factors, such as the degree to which they are able to observe and
appreciate the world around them, as well as their thoughts, expectations, expertise, and
prior experience. As a result, the traits of such persons are mirrored in strategic decisions,
which shape corporate strategic behavior (Hambrick & Mason, 1984). Hambrick (2007),
on the other hand, criticized the idea, claiming that it was inconclusive on the relationship
between managerial traits and organizational outcomes. The idea that equivalent
characteristics would result in similarly effective strategic maneuvers has likewise not been
shown. In spite of these shortcomings, the theory contributes to our comprehension of how
the perceptions and characteristics of managers influence the success of organizations. As
a result, the study has been used to demonstrate how strategic leadership affects staff
performance.

2.2.2 Path-Goal Theory

Martin Evans (1970) initially proposed the path-goal theory in 1970 and House (1971) later
expanded it. It is a school of thought that emphasizes adapting the mannerisms and style
of a leader to the specifics of a given workplace and employee in order to accomplish a
goal (House, 1971). In order for workers to reach their full potential in terms of output, the
ultimate objective is to improve their levels of motivation, empowerment, and contentment.
The path-goal theory examines the influence that the activities of a leader have on the
efficiency and productivity of workers inside an organization. After being put up for the
first time in the 1980s, the theory was modified in the 1990s (Robert, 1971). Four
leadership behaviors are recognized under the theory. Each leadership style strives to
improve worker outcomes by considering the importance of environmental and personality
and how it impacts on job performance (Zaccaro, 2007).

The Path goal theory, which explores how leaders may inspire and enable their followers
to attain stated objectives by making their path clearer, will serve as the study's foundation.
8
Leaders should determine the route for their subordinates to follow, eliminate any
bottlenecks that inhibit performance, and simplify communication to assure plan execution.
As a result, this research aims to work within the frameworks of upper echelons theory and
route goal theory.

2.3 Strategic Leadership and Employee Performance in Organizations

According to Dubrin et al. (2013), strategic leadership is the capacity to encourage people
to work together to achieve strategic objectives by making changes to their environment
and coping with both internal and external influences. This may be accomplished via
strategic change management. The capacity of a manager to develop and communicate to
the rest of the organization's workforce a strategic vision is an essential component of
strategic leadership (Alvi, Haider, & Akram, 2020). For this study, strategic leadership on
employee performance will be conceptualized in strategic direction, organization resource
portfolio, strategic planning and forecasting and corporate communication.

Strategic direction creates a long-term company's vision. According to Ng'ang'a (2018),

organization vision synchronizes people's behaviour across the board. A true vision exudes
a great deal of energy and enthusiasm and employees are proud to discuss the company's
objective and vision hence improves performance. Additionally, a company's strategic
leadership should address issues that can affect performance on a regular basis, so that the
company confronts sudden challenges. Ng'ang'a (2018) expects the organization's
leadership to provide both assurance and ambiguity. Leadership must maintain a constant
tension between the intended future and components of the present that may obstruct
growth through regularly creating fiery platforms.

Ng'ang'a (2018) defines core competencies as resources and skills that organizations use to
remain competitive. Strategic leaders take advantage of them and keep them in place.
Strategic leaders must understand which resource and competency combinations are the
most valuable, scarce, and hardest to replace. A crucial strategy for creating, carrying out,
and assessing actions that aid a business in achieving its objectives is strategic planning.
According to Abdow (2019), it improves performance by creating a link between the
company’s vision and its strategic ambition. Strategic plans adjust the firm's goals and
9
objectives in response to changing circumstances in order to accomplish organizational
transformation and, as a consequence, enhance long-term performance. Because the
environment's unpredictability and stability must be adjusted in order to preserve the
organization's performance, leaders should consider value forecasting needs. Abdow
(2019).

Within organizational teams, leaders' communication behavior includes setting structure,

enabling work, managing interactions, and defending the unit. Involvement, education,
social progress, and responsibility are all aspects of the communication process that
contribute to successful employee performance. In addition, the leader should be capable
of providing performance criticism, performance feedback, coaching and training. The
leader should also be able to solve problems and support self-management while enabling
work. Abdow (2019) advocated communication measures such as timely delivery of
essential information, active communication inside the organization to create and establish
effective decision-making processes, and the cultivation of a culture of effective
communication in order to foster a stronger sense of team spirit and improve collaboration.

2.4 Empirical Studies and Research Gaps

Several renowned scholars and institutions have conducted studies around the topic of
strategic leadership and organizational performance within the local and global space. In
order to collect descriptive information about the effect that strategic leadership has on the
levels of performance of those companies in Kenya, Nthini (2013) performed a study that
was focused on 48 commercial and financial state entities in Kenya. The results of the
correlation analysis revealed a positive and significant correlation between the direction of
the business strategy and the low annual staff turnover rate. The correlation analysis
showed that there was a link between effective organizational outcomes and strategic
leadership practices. The study's findings show that effective strategic leadership does
affect businesses' performance. Nthini (2013) added that there is a gap in the research due
to the fact that the prior study focused on the accomplishments of the company as a whole,
but the current study will investigate how individual workers contribute to the company's
success.

10
Kotolo (2013) investigated the influence of strategic leadership on the performance of staff
in hotel business. The researcher collected qualitative data using a descriptive study
approach. With a population of 2713, simple random sampling yielded a sample size of
268. The study discovered that managers, as strategic leaders, have a responsibility to
encourage employees so that they feel responsible for the attainment of organizational
goals and ultimate success. They've been given the responsibility of seeing into the past.
Working with people, not for people and organizations, allows you to be more present and
pursue greater results. The data show that there is a breakdown in communication between
senior managers and subordinates. While the study showed the nexus between the two
variables, it was based in the hotel industry. This study will be broad since it will target all
the 21 government ministries.

To demonstrate the link between strategic leadership and employee engagement, Muzee
(2016) used a cross-sectional and descriptive research approach. A sample acquired from
one of Uganda's largest brewers was subjected to a basic random sampling design. The
data indicated that there was an existence of strategic leadership inside the organization.
Employee engagement and strategic leadership were shown to have a strong and positive
relationship, with employee engagement being a substantial predictor of strategic
leadership. The relationship between these two factors was found to be significantly
favorable. As a consequence of this, it was decided that companies need to make
investments in strategic leadership education for their managers in order to improve the
quality of the interactions that these managers had with their subordinates. While the study
showed the relationship between strategic leaders and their engagement with employees, it
did not assess the performance of employees, the dependent study variable.

Kahiga (2017) utilized a case study technique to investigate how strategic leadership
influences competitive advantage. According to the findings of the study, human capital
may be developed via strategic leadership by means of training and development programs
that extend employees' knowledge and creativity in order for them to more successfully
carry out their commitments and jobs. The employee is kept up to speed on operational and
environmental problems that may have an influence on their work as a result of this.

11
Employee behavior should be overseen by a strategic leader who fosters the establishment
of a company culture and set of values that are held in common by all employees.
Additionally, strategic leaders should place a significant emphasis on ethical workplace
practices and try to implant these ideas across the culture of the organization. Effective
strategic leadership requires flexibility and the ability to integrate both internal and external
settings, as well as the ability to effectively manage complicated data (Kahiga, 2017). The
researchers employed an interview guide to gather qualitative data. Because the sample
group is so large, primary data will be collected by a questionnaire.

Najmi et al. (2018) investigated the relationship between public health sector performance
and strategic leadership practices. The results found a strong link between the two. As a
result, top leaders have a vital role in influencing the performance of businesses through
their strategic decisions and actions. It is important to have a number of different options
accessible in order to increase the number of public health services that cater to young
people. As a dependent variable, the study analyzed how well healthcare institutions
performed. The performance of the workforce will be the study's main focus.

Onu et al. (2018) investigated the connection between strategic leadership and
organizational performance in a range of fields by using data from the Nigerian stock
market. The authors looked at organizations in both public and private sectors. Both
primary and secondary data were gathered from a total of 31 manufacturing companies
after careful selection of the companies themselves. The selection of study subjects was
done by a process called stratification. The researchers utilized a strategy for their
investigation known as a cross-sectional study. A questionnaire was sent to 31 employees
of 45 firms listed on the Nigerian stock market. From the findings it was established that
there exist a relationship between strategic leadership and the organization success.
Employee performance in Kenyan government departments will be the focus of the present
research.

Amussah (2020) focuses on understanding the varied consequences of different leadership

styles on staff performance at Chi Limited, which has led to a decrease in product quality.
The research's main subject is this recognition. A total of 334 questionnaires were
12
distributed to employees using a straightforward random selection method as part of the
research, which was conducted using a quantitative research methodology. 164 actual
structured surveys were gathered from those employees. Statistics were used for both
descriptive and inferential data analysis. In order to display the inferential statistics of the
data that was collected and to explain both the connection and the effects in line with the
assumptions that were made for the research, both correlation analysis and regression
analysis based on Pearson's method were carried out. The researcher can evaluate the
impact that various leadership philosophies have on employees' performance in the
organization based on the data gathered. It has been found that there is a correlation
between such a relationship and an authoritative leadership style. This study will focus on
strategic leadership and the many ways that it may influence how well employees perform.

The findings of the research that were analyzed indicate that there is, in fact, a beneficial
connection between strategic leadership and employee performance. Both studies
conducted locally and globally assert that strategic leadership is a process through which
an organization or business units’ redesign and remodels its corporate strategy to steer good
performance and achieve organization goal. None of the studies that were reviewed looked
at the connection between strategic leadership and employee performance in Kenyan
government departments. This is true even though the study looked at how performance in
a range of different areas relates to strategic leadership. Due to the incomplete exploration
of this informational gap in the literature the study filled the gap.

13
 CHAPTER THREE

RESEARCH METHODOLOGY
3.1 Introduction

The research approach that was used for this study is broken down and discussed in this
chapter. The chapter examines a variety of topics that fall under the umbrella of the research
technique, such as study design, the populations being targeted, and the methods of data
collecting. The chapter also reviews the instruments that were used in collecting and
analyzing data.

3.2 Research Design

This study examined the association between strategic leadership and employee
performance using a descriptive cross-sectional research approach. A complete knowledge
of the interactions between the study's key variables depends on the research design. It
involves making an effort to collect information from a target population in order to
ascertain the population's current condition in relation to a certain variable or variables. A
cross-sectional research approach also enabled a researcher to evaluate potential
disparities.

According to Wang and Cheng (2020), a cross-sectional design gives an overall image of
design trends and is suitable for detailing the characteristics, conditions, and views of the
current study population at a given time. Therefore, it is one that seeks to describe the
characteristics of a section of population or entire population at a specific time. This
approach is appropriate since it uses a questionnaire as the instrument for collecting data.
The cross-sectional design was appropriate for the study since it facilitates the description
of the study variables.

3.3 Population of the Study

A population is a complete collection of items or people that contains the phenomena that
the researcher is interested in studying. According to Cooper and Schindler (2008),
population refers to the collection of components that the researcher is attempting to
reference. Population is defined by Mugenda and Mugenda (1999) as a collection of living
and non-living entities that the researcher is studying.
14
21 government ministries in Kenya were the study's target population as of January 2022
(Appendix I). the target respondents were the individuals in charge of strategy or human
resource management were the respondents who were specifically targeted. These were
people responsible for the strategy management processes in the organization and were
well placed to provide relevant information that would aid in the investigation of the topic
under study within the target field. The researcher used census since the study involves
every member of the target population.

3.4 Data Collection

Data collection methods refers to the techniques used by the researcher to obtain the data
on the topic of interest of the study. This study adopted primary sources of data. the study
used a semi structured questionnaire to collect the primary data. Use of questionnaires is
considered appropriate as they are more convenient to administer and allow researchers to
carry out big enquiries. Questionnaires were also free from bias as the responses were
captured in the respondents’ words. This method of data collection also allowed the
respondents ample time to give out a well thought out response to the questions thereby
improving the overall quality of the data collection process (Gillham, 2008).

The questionnaire adopted close ended questions that evaluated different aspects of
strategic leadership on employee performance. There were two sections on the
questionnaires. The participants' gender, age, education level, and length of service in the
government ministries were all covered in the first section's demographic data collection.
Section two contained items in relation to the study objectives. Questionnaires were
administered using pick and drop method. They were distributed by dropping and
collecting from the targeted heads of units/departments responsible for operationalizing
strategies in their ministries during a specific period of time, in this case, one week. Each
respondent had one week to complete the questionnaire before being collected. The
researcher sent out reminder emails to all respondents to ensure that they completed the
questions.

15
3.5 Data Analysis
The data analysis began by checking whether all the returned research instruments were
completely and accurately filled. This involved checking for any errors and gaps in the
questionnaires. The7 summaries7 of7 the7 study7 variables7 was analyzed7 using7
descriptive7 statistics7 in7 the7 form7 of7 mean7 and7 standard7deviation. The correlation
between strategic leadership (strategic direction, organization resource portfolio, strategic
planning and forecasting and corporate communication), and employee performance was
analyzed using inferential statistics. SPSS version 25.0 was used to analyze the data
gathered. Tables were used to present the quantitative data.

A7 regression7 model7 used7 to7 illustrate7 the7 relationship7 between7 the7

study7variables. The7 regression7 model7 used7 is7 shown7below:
Y=β0+β1X1+ β2X2+ β3X3+ β4X4+ ε

Y= Employee performance
β0 = Constant
X1= Strategic direction
X2 = Organization resource portfolio
X3 = Strategic planning and forecasting
X4 = Corporate communication
β1- β4 = The regression co-efficient.
ε is7 the7 random7 error7 term7 that7 accounts7 for7 other7 variables7 not7 included7 in7
the7 model7 that7 influence7 employee7performance.

16
 CHAPTER FOUR

DATA ANALYSIS, RESULTS AND DISCUSSION

4.1 Introduction

This chapter presents the findings, and discussion of results on strategic leadership and
employee performance in Kenyan government departments. Data was collected by the use
of a questionnaire and analyzed using descriptive and inferential statistics. The findings are
presented in the following subsections.
4.2 Response Rate

A total of 63 questionnaires were given out to all Kenyan government ministries. A

response rate of 80.95% was achieved out of the 63 questionnaires that were issued, with
51 being properly completed and returned. Mugenda, (2008) indicated that when a
response rate is 50% it is good for data analysis, when it is at 60% it is considered better
while when its above 70% it is considered excellent. Babbie (2010) likewise holds the same
view, claiming that a response rate of more than 70% qualifies as very good. The researcher
pre-notified the potential participants (managers in the strategic and human resource
management departments), used a self-administered questionnaire that the respondents
completed, and then the respondents were chosen after one week. This method of data
collection was credited with the high response rate.

4.3 Demographic Information

This section presented findings on demographic information of the respondents. The
researcher concentrated on the age bracket, education level, and duration of employment.
These variables were particularly important in informing the maturity of the firms’
administrative models and operations.

4.3.1 Age Bracket

The study aimed to find out the respondents age bracket. The results are shown in Table 4.
1.

17
Table 4.1: Age Bracket
Age Bracket Frequency Percentage

Below 20 years 0 0
20-30 years 7 13.72
31-40 years 16 31.37
40-50 years 15 29.41
Above 50 years 13 25.49
Total 51 100.0

Below 20 years
0.00%

20-30 years
13.73% Below 20 years
Above 50 years
20-30 years
25.49%
31-40 years
31-40 years
31.37% 40-50 years
40-50 years Above 50 years
29.41%

Figure 4.1: Pie Chart Showing Age Bracket

Table 4.1 and Fig 4.1 above shows that most (31.37%) of the respondents were from the
age bracket 31-40 years. 29.41% represented the age bracket 40-50 years while the age
bracket with the least respondents was from 20-30 years. The results indicate that different
age groups participated in the study, indicating that the research effectively caught the
views of these different age groups.
4.3.2 Level of Education

Study sought to understand the level of education of the respondents. Table 4.2 shows the
findings.

18
Table 4.2: Level of Education

Level of Education Frequency Percentage

Secondary level 1 1.96

College level 4 7.84
University level 30 58.82
Post graduate level 16 31.39
Total 51 100.0

1.96%

7.84%
31.37%
Secondary level
College level
University level
Post graduate level

58.82%

Figure 4.2: Pie Chart Showing Level of Education

The majority of respondents (58.82%) said they had attended college. On the other side,
only 7.8% of respondents had college degrees, whereas 31.39% had advanced degrees.
This suggests that the majority of the study's participants were educated, making it easy for
them to respond to the research question.
4.3.3 Employment Duration

The researcher sought to understand the number of years each respondent had stayed in the
ministries. The data received was categorised as shown in the Table 4.3.
Table 4.3: Employment Duration

Employment Duration Frequency Percentage

Below 1 year 0 0.0

19
 1-5 years 2 3.92
6-10 years 9 17.64
11-15 years 19 37.25
16-20 years 12 23.52
Above 20 years 9 17.64
Total 51 100.0

0.00%

3.92%
17.65% Below 1 year
17.65% 1-5 years
6-10 years

23.53% 11-15 years

16-20 years
37.25%
Above 20 years

Figure 4.3: Pie Chart Showing Employment Duration

From table 4.30 and fig 4.3 most of the respondents as represented by 37.25% had worked
between 11 to 15 years. 23.52% of the respondents had worked in the ministries between
16 and 20 years. 17.64% of the respondents were those who had been in the ministry for
six to ten years. 17.64% of those surveyed have held jobs for more than 20 years. this
depicts that most of the respondents had worked in the organization for a sizeable duration
of time and thus could offer reliable information.
4.4 Strategic Leadership

This section presents findings related to strategic leadership. The findings are presented
using means and standard deviation as indicated in table 4.6.

Table 4.4: Strategic Leadership

Strategic Leadership Mean Std. Deviation

20
Strategic Direction
The ministry has a clear vision and mission 4.147 0.950

The vision of the ministry has a direct connection to the changes

3.602 0.041
experienced in the country
The ministry develops both long-term and short-term strategies 3.798 0.235

The ministry is able to implement all strategies implemented 3.876 0.023

All activities by the ministry are guided by its strategy 3.647 0.897

The leaders in the ministry communicate the strategic direction

4.031 0.103
to be followed
The leaders in the ministry attend all meetings that involve
3.732 0.026
strategy formulation
The leaders in the ministry delegate duties to employees 4.201 0.082

Organization Resource Portfolio

The ministry had adequate resources for the implementation of
4.178 0.025
strategies
The ministry remunerates its employees adequately 3.881 0.001

The ministry has adequate human resource 3.447 0.121

The recruitment of employees in the ministry is conducted on a

4.123 0.114
regular basis
All of the employees in the ministry have the necessary
3.623 0.044
competencies and capabilities
All the employees in the ministry are skilled 4.061 0.097

The ministry is adequately funded by the government 3.476 0.023

The ministry spending is guided by the budget that is prepared

3.725 0.014
monthly
Strategic Planning and Forecast

21
Formulation of plans is guided by the vision of the ministry 4.942 0.874

Currently the ministry follows a strategic plan for the year 3.773 0.933

The plans by the ministry are aligned to set objectives and

4.033 0.163
strategies
The ministry leaders are active in the formulation of plans 3.915 0.129

The ministry leaders are active in the implementation of plans 3.324 0.156

The ministry uses forecasts as inputs to the planning process 3.567 0.036

Strategies in the ministries are based on forecasts 4.823 0.001

The ministry has confidence in its forecasts 4.753 0.111

Leaders in the ministry are capable of anticipating potential

3.121 0.044
future changes in the ministry
Corporate Communication
Ministry strategies are promptly communicated to staff members
4.001 0.997
and other stakeholders
By improving communication, ministry leaders may inspire team
3.722 0.084
dedication.
The ministry's leaders have access to a network of other
4.032 0.919
industrial players.
Leaders in the ministry foster an environment of trust, openness,
3.289 0.172
and sincere communication.
Ministry leaders can quickly verify responses from
3.061 0.155
organizational teams.
The organizational team, senior management, and other key
4.237 0.052
stakeholders are in constant communication with one another
The ministry has embraced electronic messaging. 3.898 0.950

22
On strategic direction, study revealed that the ministries had a clear vision and mission
(M=4.147, SD=0.950) and the vision of the ministry has a direct connection to the changes
experienced in the country (M=3.602, SD=0.041). The leaders in the ministry attend all
meetings that involve strategy formulation (M=4.031, SD=0.103) and communicate the
strategic direction to be followed. It was as well revealed that the ministries were developed
both long term and short-term strategies’ (M=3.798, SD=0.0235) and were able to
implement all strategies developed (M=3.876, SD=0.023). This was in line with (Ng’ang’a,
2018) who found out that strategic direction creates a long-term vision for a company.

In regards to organization resource portfolio, the study noted that the ministries had
adequate resources for the implementation of strategies (M=4.178, SD=0.025) and were
able to remunerate employees adequately. It was also noted that recruitment of employees
in the ministry is conducted on a regular basis (M=4.123, SD=0.114). The study also noted
that the employees in the ministry had the necessary competencies and capabilities
(M=3.623, SD=0.044) and were very skilled (M=4.061, SD=0.097. Finally, the ministries
spending was guided by a budget that is prepared monthly as the government was funded
adequately. The findings concur to Fairhurst (2020) on the important role played by
resource portfolio on employee performance.

On strategic planning and forecast, it was established that strategic plans are guided by the
vision in the ministries (M=4.942, SD=0.874) and that the ministries follow a strategic plan
for a year. Most leaders in the ministries are active during the formulation of the strategic
plans (M=3.915, SD=0.129) and are active during its implementation. Additionally, the
planning process is forecast and the ministries have absolute confidence in the forecasts
made (M=3.4.823, SD=0.001; M=4.753, SD=0.111). Findings agree to that of Lukyanova
et al. (2020) on the positive correlation between employee performance and strategic
planning and forecast.

On corporate communication, the study established that The organizational team, senior
management, and other key stakeholders are in constant communication with one another
(M=4.237, SD=0.052). Leaders in the ministry foster an environment of trust, openness,
and sincere communication and quickly verify responses from organizational teams.
23
(M=3.289, SD=0.172; M=3.061, SD=0.155). The study also noted that the ministry had
adopted digital communication. The findings align with study findings of Cornelissen
(2020) on the significant role played by corporate communication on employee
performance.

4.5 Employee Performance

Table 4.5 below outlines the means and standard deviation for the statements related to
employee performance of food processing companies in Nairobi, Kenya.

Table 4.5: Descriptive Statistics on Employee Performance

Employee Performance Mean Std. Deviation

The employee productivity in the ministry has been
4.074 0.076
improving for the last five years
The employee attendance in the ministry is credible 3.624 0.617

In the ministry employee are innovative 3.434 0.101

In the ministry employees manage their time well 3.624 0.825

In the ministry employees identify and correct mistakes 3.724 0.083

Employees turnover is high in the ministry 3.683 0.881

From the finding, it was established that employee productivity in the ministry has not been
improving for the last five years (M=1.074, SD=0.076). Additionally, the findings also
found out that employees’ attendance was credible (M=4.074, SD=0.076). Most employees
agreed that and were able to identify and correct their mistakes, however, it was noted that
employee turnover in the ministries was high (M=4.074, SD=0.076; M=3.683, SD=0.090).
The study findings concur with results from study by Alvi, Haider, and Akram (2020) on
the connection between the management and the employee performance.

24
4.6 Regression Analysis

Employee performance served as the dependent variable in a multiple linear regression

analysis with strategic direction, organization resource portfolio, strategic planning and
forecast, and corporate communication serving as the independent factors. The aim of the
regression analysis was to establish whether there is a linear relationship between the
variables. Table 4.6 presents the model summary.

4.6.1 Model Summary

Table 4.6: Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 0.88251 0.77882 0.74735 1.58554

Source: Field Data (2022)

The model fit was evaluated in this study using the coefficient of determination. In the
model the adjusted R2 is the coefficient that indicates the variation in the dependent
variable as explained jointly or individually by the independent variables. From the
findings the R2 of 0.747 indicated that the independent variables studied in this study that
is strategic direction, organization resource portfolio, strategic planning and forecast, and
corporate communication explained 74.7% of the variations in employee performance in
government ministries. The correlation between the dependent and independent variables
in this study is 0.88, which shows a very significant positive link between them.

4.6.2 Goodness of Fit of the Model

The study used a suitable regression model and used the ANOVA method to further assess
the model's significance. The study's findings are as shown in table 4.7.

Table 4.7: ANOVA Results

Model Sum of Squares Df Mean Square F Sig.

25
 Regression 118.92 4 29.73 6.0049 .000

1 Residual 227.93 46 4.955938

Total 346.85 50

The regression model derived from the study's findings was determined to be valid at
(F=6.0049, P < 0.05) since P=0.000 < 0.05. This has the consequence that the independent
variables are reliable indicators of employee performance.

4.6.3 Model Regression Coefficients

The association between the independent and dependent variables was also established in
the study using the coefficient table. Table 4.8 presents the study's results.

Table 4.8: Regression Coefficients

Unstandardized Standardized t Sig.

Model Coefficients Coefficients

B Std. Error Beta

(Constant) 2.639 0.981 2.614 .005

Strategic direction 0.463 0.151 0.421 2.905 .009

1
Organization resource portfolio 0.368 0.091 0.109 3.542 .001

Strategic planning and forecast 0.489 0.125 0.481 2.901 .004

Corporate communication 0.167 0.075 0.018 2.472 .002

The generated output as per the SPSS is as presented in Table 4.8 above, thus the equation
is as shown below:

Y= 2.639 + 0.463X1 + 0.368X2 + 0.489X3+ 0.167X4

26
According to the regression model, a unit increase in strategic direction will favorably
affect employee performance by a factor of 0.463 while keeping all other variables equal.
This suggests that an increase in strategic direction at the unit level would result in an
improvement in worker performance in government ministries (β1=0.463, p=0.009 <0.05).
Regression results also revealed that organization resource portfolio has significance and
positive influence on employee performance in the government ministries as indicated by
β1=0.368, p=0.001 <0.05. It is implied that a unit increase in organizational resource
allocation would result in an improvement in worker performance in government ministries
by β1=0.368. Strategic planning and forecast were found to have a significance influence
on employee performance in the government ministries as indicated by β1=0.489, p=0.004
<0.05 hence a unit increase in strategic planning and forecast while holding all the other
factors constant would lead to an increase on employee performance in the government
ministries. Employee performance in government ministries was also discovered to be
significantly influenced by corporate communication. Therefore, an increase in corporate
communication would result in higher employee performance in government departments
while keeping all other variables at constant (β1=0.167, p=0.002 <0.05).

4.7 Discussion of the Findings

The main objective of this study was to determine the influence of strategic leadership on
employee performance in government ministries in Kenya. The study revealed that
ministries had a clear mission and vision and that the vision each ministry had directly
affected the changes experienced in the particular ministries (M=4.147, SD=0.950;
M=3.602, SD=0.041). The leaders in the varied ministries were present during meetings
on strategy formulation and communicated well on the strategic direction agreed upon.
These findings align with findings from a study by (Ng’ang’a, 2018) that strategic direction
allows any given company to create a long-term vision.

The study further showed that strategic plans were guided by the vision in the ministries
(M=4.942, SD=0.874). Leaders were actively involved in the formulation of strategic plans
as well as their implementation (M=3.915, SD=0.129). Forecast was used in making
strategic plans and the ministries had absolute confidence in the predictions made.

27
Lukyanova et al. (2020), who concur that strategic leadership and strategic planning and
forecast are positively connected, validate these findings. The study found that there is a
constant exchange of information among top management, the organizational team, and
other crucial stakeholders (M=4.237, SD=0.052). Leaders in the different ministries have
strived to build trust, transparency and honest communication within their organization.
These results support Cornelissen's (2020) assertion that corporate communication
significantly contributed to higher employee performance. It was as well revealed that
ministries had enough resources to implement their set strategies (M=4.178, SD=0.025).
Employees in the varied ministries were remunerated well and had the right competencies
and capabilities (M=4.123, SD=0.114). Majority of the spending in the ministries was
guided by a budget. Fairhurst (2020) agreed that resource portfolio plays a significant role
in strategic leadership. About employee performance, employee productivity levels have
not been increasing in the last five years even though there is high attendance rate
(M=1.074, SD=0.076). There is also a high employee turnover rate (M=3.683, SD=0.090).
Alvi, Haider, and Akram (2020) insisted that high employee performance was highly
affected by the type of management present.

From the regression model, the study found out that strategic leadership (strategic
direction, organization resource portfolio, strategic planning and forecast, and corporate
communication) had an effect on employee performance in the government ministries. The
study discovered that the intercept for all variables was 2.639. According to R squared, the
four independent variables that were investigated adequately described 74.7% of employee
performance in the federal ministries (0.747). As a result, it can be concluded that the four
independent variables account for 74.7% of employee performance whereas other variables
and random variations that were not considered in this study account for a pitiful 15.3% of
employee performance in government ministries. Regression analysis predicted that, while
keeping all other variables fixed, a unit increase in strategic direction would have a
beneficial impact on staff performance in government ministries.

A unit increase in organization resource portfolio would result in an increase in employee

performance in the government ministries, according to regression analysis, which also

28
showed that organization resource portfolio has significance and a positive influence on
employee performance in government ministries. This supports Al Marhoobi and Tarki's
(2018) assertion that employee performance in government institutions is influenced by the
resource portfolio. Additionally, it was shown that forecasting, strategic planning, and
corporate communication all enhanced employee performance. According to this,
corporate communication, strategic planning, and projecting unit increases would boost
employee performance in government agencies. These results confirm the importance of
predicting and strategic planning identified by Esfahani et al (2018). The study found that
strategic planning boosts employee and overall organizational performance.

29
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction
The summary, conclusions drawn from the study's findings are presented in this chapter
along with some suggested recommendations. The fundamental goal of the study is
addressed in the conclusions and suggested solutions. Additionally, included in this chapter
are ideas for further research.

5.2 Summary of the Study

The study revealed that the ministries have clear visions and missions. The visions
contributed greatly to the changes identified and set in the ministry. Leaders were always
available during strategic meetings and communicated adequately to their employees. The
strategies developed were both short and long term. Every strategy developed was
developed. The study also showed that organization resource portfolio was important in
employee performance. Adequate resources were provided which meant employees were
adequately remunerated employees were recruited regularly and had the right
competencies and capabilities. The funding given to the ministries was guided by a strict
budget prepared monthly.

The study further affirmed that the strategic plans were directed by their visions. The
strategic plans were developed annually. Leaders were active in strategy implementation.
Forecast is accepted thus ministries have absolute confidence in strategic forecasts. Within
the many organizations, leaders in the various ministries have fostered a culture of trust,
openness, and sincere communication. The results also showed that a significant portion of
the identified independent variables explained employee performance in the government
ministries. In government departments, the organization resource portfolio was found to be
significant and to positively affect employee performance. For corporate communication,
strategic planning, and forecasting, the same results were attained.

30
5.3 Conclusion

In conclusion, government ministries employees’ leaders who are well learned and have
been in employment for more than six years. This ensures professionalism while in the
leadership position. Employee performance is positively correlated with each of the four
components of strategic leadership: organizational resource portfolio, strategic planning
and forecasting, strategic direction, and corporate communication. In other words, a unit
increase in strategic direction while maintaining all other variables at their current levels
will improve staff performance in government ministries. The government ministries'
transformations have been influenced by their distinct mission and vision statements.

Additionally, it has been determined that the organization resource portfolio has
significance and a favourable impact on employee performance in government ministries,
suggesting that an increase in the organization resource portfolio results in an improvement
in employee performance in those ministries. The government ministries had enough
resources to implement their set strategies and remunerate employees. Employees working
in the ministries had adequate competencies, capabilities and had the right skills.
According to the study's findings, strategic planning and forecasting have a significant and
positive impact on employee performance in government ministries, suggesting that
increasing strategic planning and forecasting will boost performance among government
ministry employees. Strategic plans were directly influenced by the overall vision of the
ministry, and were aligned wot the set objectives. The leaders in each ministry were
actively involved in planning and implementation of strategies within the ministry.
Strategies were based on forecasts but more caution had to be put in ensuring predictions
were correct.

Furthermore, the study came to the conclusion that corporate communication is significant
and positively affects employee performance in government ministries, suggesting that an
increase in corporate communication raises employee performance in such ministries. The
majority of ministries work to establish trust, openness, and open communication inside
the government institution as well as timely dissemination of ministry strategies to the

31
workforce and stakeholders. Continuous information exchange between top management,
the organizational team, and other key stakeholders has improved employee performance.
The study also concluded that there was a high employee turnover a d that employee
performance has been declining in the past five years. Even though they were able to
identify their mistakes and correct them, more needed to be done from the leadership level
to reduce the high turnover rate as well as employee productivity.

5.4 Recommendation of the Study

This research adds to the body of knowledge on existing theory on strategic leadership and
how it affects an organization's performance. It recommends that as far as strategic
leadership is a factor of employee performance, government ministries need to ensure that
strategic direction is emphasized more in order to ensure the ministries can keep the
employees for longer and reduce employee turnover.

The study highly recommends more organized ways of handling government resources for
their strategic plans. Even though the respondents stated that the government strategic plans
are well planned, there are still cases of corruption. Better strategic leadership in terms of
resource management should be implemented.

Strategic planning and forecast should be streamlined to ensure better and up to date
methods are used to make predictions. Using predictions to make strategic plans is a risky
way to operate thus need to be sure in order to reduce failed cases.

Government ministries should ensure communication is improved between the various

departments in different ministries. Inadequate communication flow frustrates the
employees leading to poor performance. There was high employee turnover which can be
improved with more streamlined corporate communication.

5.5 Limitations of the Study

The results of the current study have shown the value of strategic leadership in raising
worker productivity. The research does have some drawbacks, though. The research had a
few constraints in terms of time and resources. Further collection of secondary data was
limited. However, the available respondents answered the questionnaire diligently. This

32
study was limited to high level employees thus findings apply to them. An all rounded
research should be done, that is, include both high and middle level employees.

5.6 Suggestions for Further Study

This study only looked at three factors, strategic direction, organization resource portfolio,
strategic planning and forecast, and corporate communication. Further studies should be
done reveal other effects of other factors such as employee engagement, task performance,
and work engagement on employee performance. This study concentrates on employees in
higher positions but does not include other middle level employees. This research should
be replicated in other industries (private sector) in order to establish whether there is
consistency in the findings found on government ministries.

33
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 APPENDICES
APPENDIX I: Kenya Government Ministries

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APPENDIX II: Research Questionnaire

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