Effect of Leadership on the Execution of Strategy in the Energy Sector Parastatals in Kenya

Kennedy Ogana; Jared Deya

doi:10.61108/ijsshr.v3i2.189

Effect of Leadership on the Execution of Strategy in the Energy Sector Parastatals in Kenya

Authors

Kennedy Ogana Scholar, Jomo Kenyatta University of Agriculture and Technology
Dr. Jared Deya, (PhD) Senior Lecturer: Jomo Kenyatta University of Agriculture and Technology

DOI:

https://doi.org/10.61108/ijsshr.v3i2.189

Keywords:

Leadership Styles, Leadership Skills, Ethical Leadership, Leadership Support

Abstract

The purpose of this study was to establish the effect of leadership on the execution of strategy in the Energy Sector Parastatals in Kenya. In order to achieve the purpose, the study was guided by the following specific objectives; To establish effect of leadership styles on the execution of strategy in the Energy Sector Parastatals in Kenya; To establish leadership skills effect on the execution of Strategy in the Energy sector Parastatals in Kenya; To determine ethical leadership effect on the Execution of Strategy in the Energy Sector Parastatals in Kenya and To assess how leadership support effect execution of strategy in the Energy Sector Parastatals in Kenya. The study adopted a descriptive research design. The unit of analysis was the target population comprising of the Nine (9) energy sector Parastatals in Kenya. The unit of observation was 9 Managing Directors/CEOs, 35 Directors, and 49 Heads of Departments. A census survey was applied to the study hence all the 93 respondents were considered as study sample. The study used both primary and secondary data. Primary data was collected using self-administered closed ended questionnaires as the research instrument to gather the relevant information needed related to the study. The data collected was analyzed using SPSS version 24. The reliability results showed that the joint Cronbach alpha value for leadership styles, leadership skills, ethical leadership and leadership support on execution of strategy in the Energy Sector Parastatals in Kenya was above 0.7. This implied that the research instruments were reliable. The analysis of the validity test revealed that the factor loading values for all items measuring leadership styles, leadership skills, ethical leadership and leadership support were above 0.4 hence no question was eliminated. Results show that; there is a strong positive significant relationship between leadership style and strategy execution(r = .563, sig = .000), a moderate positive significant relationship between leadership skills and strategy execution (r = .329, sig = .003), a weak positive significant relationship between ethical leadership and strategy execution(r = .270, sig = .015), and a strong positive significant relationship between leadership support and strategy execution (r = .802, sig = .000).The study recommendations are; leaders should reduce rigid bureaucracy and excessive approvals to encourage creativity and faster decision-making in strategy execution, leaders should invest in skills upgrade programs and continuous learning opportunities to improve on their leadership skills, parastatals should consider enhancing anonymous reporting channels to encourage employees to report ethical concerns without fear of retaliation, and parastatals should implement leadership development programs and empower employees to make strategic decisions independently

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Published

2025-06-03

How to Cite

Ogana, K., & Deya, J. (2025). Effect of Leadership on the Execution of Strategy in the Energy Sector Parastatals in Kenya. International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p), 3(2), 88–99. https://doi.org/10.61108/ijsshr.v3i2.189

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Issue

Vol. 3 No. 2 (2025): International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p)

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Articles

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