Strategic Execution Drivers on Performance of Private Hospitals in Nairobi City County, Kenya.

Abstract

This study assess the influence of strategic execution drivers, specifically strategic leadership and resource allocation, on the performance of private hospitals in Nairobi County, Kenya. Strategy formulation often succeeds, but execution presents significant challenges, particularly in converting plans into successful outcomes. The research highlights the critical role of strategic leadership in shaping organizational culture, decision-making, and employee engagement, while resource allocation directly impacts hospitals' capacity to deliver quality healthcare and achieve operational efficiency. As Nairobi’s healthcare sector grows and competition intensifies, private hospitals must excel in strategy execution to maintain competitiveness. Despite their focus on clinical care, many hospitals face gaps in implementing strategic management, leading to performance deficiencies. Using Transformational Leadership Theory and the Resource-Based View (RBV) theory, the study explores how effective leadership and resource management drive operational success. The research employed a descriptive design, targeting key decision-makers across 62 private hospitals. Results from the analysis indicate that both strategic leadership and resource allocation play a significant role in shaping hospital performance, with correlations of 0.70 and 0.80, respectively. Findings suggest that private hospitals in Nairobi must prioritize aligning leadership and resource strategies to improve performance, meet operational goals, and enhance patient outcomes in an increasingly competitive environment