The Influence of Leadership Styles on the Implementation of the Strategic Plans in Non-Governmental Organisations in Kisumu County, Kenya

Ogal Joram

doi:10.11648/j.ebm.20180401.13

Abstract

Despite the evidence of the existence of strategic plans in nongovernmental organizations in Kenya, the greatest impediment to successful use of these strategies in development has been failure by organizations to implement them. Indeed, previous studies have shown that crafting strategic plans is a lot easier than to make them happen. The objective of the study was to find out the influence of leadership styles on the implementation of the strategic plans. The sample size of this descriptive survey design study was 10 Human Resource Managers and 70 financial officers giving a total of 80 respondents which has been selected through saturated sampling techniques. The study used questionnaires and interview schedules to collect data. The validity of the research instrument was ensured by conducting a pre-test study in three NGOs from the neighboring county. Data collected was analyzed using measures of central tendency, mean and median. The quantitative data was analyzed through descriptive statistics while qualitative findings were thematically analyzed. Results indicated that majority of the leaders (90.48%) in NGOs in Kisumu County do not have skills and abilities required to ensure effectiveness in the implementation of the strategic plans. There was high positive correlation (r =.854) between leadership styles and the implementation of the strategic plans. The study recommended that Non-Governmental Coordination Board (NGCB) should advice NGOs on a leadership style that will provide direction, implementing plans and motivating NGOs in Kisumu County towards implementing strategic plans.

Highlights

Strategy implementation is a term used to describe the activities within an organization to manage the execution of a strategic plan
Models, and multi-step approaches, leaders continue to lack a clear understanding on the implementation of strategic plans, its antecedents, effective processes or the ability to successfully implement organizational change and how to engage members in change initiatives, this leaves a gap that was fulfilled by the proposed study
Age of the finance officers was sought because it plays a role when it comes to the experience among finance officers since aged finance officers in NGOs are having vast knowledge in the implementation of strategic plans by the Non-governmental organizations in Kisumu County

Summary

Introduction

Strategy implementation is a term used to describe the activities within an organization to manage the execution of a strategic plan. Leaders and managers are responsible for change strategy, implementation, and monitoring, they function as change agents (Kanter, Stein & Jick, [6]). They must take into consideration that there is a part of unknown, which they will never control. Models, and multi-step approaches, leaders continue to lack a clear understanding on the implementation of strategic plans, its antecedents, effective processes or the ability to successfully implement organizational change and how to engage members in change initiatives, this leaves a gap that was fulfilled by the proposed study

Objectives

Methods

Results

Conclusion