Strategic Leadership Theory Research Articles

Navigating academic excellence: Understanding how university vision impacts staff effectiveness

Vision statements are seen as important factors that come before the development of strategies. They excel at encapsulating the strategic direction of a company, clearly defining its scope, boundaries, and the process of creating value. Vision statements function as comprehensive frameworks that guide the development of several strategic elements, including mission, strategic capabilities, strategic intent, objectives, goals, core values, standards of behavior, and business models. However, research on this subject remains scanty, particularly within academia. Therefore, this study examined the impact of university vision on staff effectiveness, building on transformational leadership theory and strategic leadership theory. The study adopted a positivist research philosophy. The research employed a cross-sectional study design. This study employed a descriptive research design. Questionnaires were devised by the researcher to collect data from a randomly selected group of 186 academic personnel from the four colleges in a private university using stratified sampling. The data obtained was subject to validity checks using composite reliability, the average variance extracted (AVE) estimate, and the Cronbach Alpha coefficient. The findings reveal that the vision of the university had a significant but weak impact on the effectiveness of staff. Based on the findings and conclusions, the study suggests that the university’s organizational vision should be consistently improved and effectively conveyed to staff members to direct their efforts toward achieving the university’s vision.

INFLUENCE OF STRATEGIC DIRECTION ON THE PERFORMANCE OF FINTECH FIRMS IN NAIROBI CITY COUNTY, KENYA

This study investigated the influence of strategic direction on the performance of financial technology (FINTECH) firms in Nairobi City County, Kenya. The research was grounded in strategic leadership theory and employed a predictive research design. The target population consisted of 154 senior and middle-level managers from 22 FINTECH firms, with a sample size of 111 respondents determined using the Taro Yamane formula. Data was collected using structured questionnaires, achieving a response rate of 82.88%. Descriptive statistics revealed that firms excel in adapting strategic direction to changing circumstances (M = 4.80, SD = 0.399) and establishing clear strategic direction (M = 4.43, SD = 0.731), but face challenges in setting clear and measurable goals (M = 1.18, SD = 0.390). In the inferential analysis, multiple linear regression revealed that strategic direction has a statistically significant positive influence on FINTECH firm performance (β = 0.890, t = 11.797, p < .05). The coefficient of determination (R² = 0.685) indicated that 68.5% of the variance in organizational performance could be explained by the strategic factors studied. The study concludes that effective strategic direction is fundamental to FINTECH firm success in Kenya's dynamic financial technology sector, validating the theoretical frameworks that emphasize strategic leadership's role in organizational performance. The research recommends that FINTECH firms implement comprehensive strategic management frameworks that balance structured goal-setting processes with adaptive capabilities, while regulatory bodies develop supportive policies that encourage strategic innovation while maintaining industry stability. This research contributes to both the theoretical understanding of strategic management in the FINTECH sector and provides practical insights for industry leaders navigating complex market conditions.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/soc/0735/a.php" alt="Hit counter" /></p>

Antecedents of effectuation and causation in SMEs from emerging markets: the role of CEO temporal focus

Purpose Previous studies considered effectuation and causation as alternative decision-making strategies used by entrepreneurs to navigate uncertainty, having various individual- and firm-level antecedents. This study aims to broaden our understanding of individual-level antecedents by examining the role of Chief Executive Officer (CEO) temporal focus in decision-making processes in small and medium-sized enterprises (SMEs). Design/methodology/approach Based on a multiple case study research design, the authors empirically analyse 16 Russian SMEs to uncover how the CEO temporal focus relates to the choice of effectuation/causation strategies under uncertainty. Findings CEOs with past orientation tend to adopt causation, future-oriented CEOs adhere to effectuation, while present-focused CEOs rely on both decision-making strategies (i.e. ambidexterity). Prior crisis-related experience is the underlying mechanism behind the relationship between CEO temporal orientation and effectuation/causation strategies. The authors formulate several propositions that may be tested in future studies in the field. Originality/value The contribution of this study consists in uncovering a new individual-level antecedent of effectuation/causation under uncertainty (i.e. CEO temporal focus) and suggesting that prior crisis experience acts as a mechanism underlying this relationship. The authors advance the strategic leadership theory by underscoring the CEO’s role in decision-making processes in SMEs.

Odysseus inside the Cyclop’s cave: Turnaround strategy and leadership insights from the struggle against Polyphemu

The present study aspires to perform a thorough examination of the notion of turnaround strategy process within the context of Homer’s Odyssey. More specifically, focusing on Odysseus’ struggle against the one-eyed Cyclop, Polyphemus, we seek to draw some interesting insights into the way a turnaround process unfolds, as well as its key attributes and components. Although the topic of turnaround strategy has attracted significant research attention over the last 50 years, the vast majority of extant studies has focused on the practices of formerly declining companies which mainly originate from developed countries. Furthermore, most of the existing studies are based on quantitative research methodologies, such as large sample surveys. The novelty of the present study is associated with the adoption of a multidisciplinary perspective, whereby modern strategic management and leadership theories are applied in order to analyze and interpret one of the greatest masterpieces of global literature, Homer’ Odyssey. This objective is attained through the employment of a qualitative, case study research methodology. More specifically, the symbolic analysis of Odyssey’s Book 9, indeed yielded some very interesting insights regarding the way a representative turnaround process unfolds, as well as the importance of effective leadership as part of such processes. Based on Odysseus’ actions and behaviors toward his companions during this crisis situation, we conclude that transformational leadership may be the most appropriate leadership style under extraordinary and emergency circumstances.

The Corporate Chief of Staff: Strategic Leadership Influence From Outside the Spotlight

For decades, scholars of strategic leadership have explored the degree to which senior executives and the team of top managers influence firm outcomes. However, one growing quasi-executive role in corporate settings, the chief of staff (COS), has been almost entirely ignored. Our paper presents a novel, foundational exploration of the COS role, including primary job functions and challenges, characteristics and backgrounds of incumbents, and relevance for strategic leadership and upper echelons theory. We synthesize three original sources of data — 2,500 LinkedIn COS profiles, surveys of 108 COSs, and in-depth interviews of 13 current and former COSs — to identify COS tasks and functions that interface with and influence the CEO, the top management team (TMT), and the broader organization. Though not typically considered a member of the TMT, we find compelling evidence for their ‘behind the scenes’ relevance to strategic leadership processes and outcomes. We then lay out a future research agenda comprising four domains: COS influence on CEO attention and psychological states, COS influence on TMT and organizational processes and outcomes, characteristics and conditions of organizations with a COS, and long-term career trajectories of COSs.

The Effect of Leadership Succession Planning on the Stability of Evangelical Churches in Nairobi County, Kenya

Contemporary church leaders shoulder the responsibility of being visionary and fostering a culture that promotes the stability of Churches. However, the instability witnessed in many churches has brought forth numerous challenges, notably stemming from leadership tumult, which adversely impacts the affected congregations. The negligence of leadership succession and transition processes within churches is a significant contributor to this instability. This paper delves into establishing the effect of leadership succession planning on the stability of Evangelical churches in Nairobi County, Kenya. Drawing from 60 churches, 360 church leaders were sampled from whom data was collected using a questionnaire. The strategic leadership theory was used to explain how succession planning facilitates the establishment of strong connections between leaders and their followers, ensuring a smooth transfer of leadership responsibilities and ultimately enhance stability of evangelical churches. The study reveals that among the succession models examined, including mentoring, (M=3.96, SD=0.716), talent management (M=3.83, SD=0.770), employee retention (M=3.78, SD=0.931), and career development, (M=3.72, SD=0.764) mentoring emerges as a predominantly adopted approach by leaders in Evangelical Churches in Nairobi County. Moreover, the findings indicate that succession planning contributes significantly to church stability, accounting for over 18% of the overall stability. Consequently, the study recommends the integration of leadership and management practices through a holistic approach encompassing mentoring, talent management, career development, and employee retention strategies, complemented by tailored training programs to enhance church stability.

Strategic Direction and Organizational Performance in Government-Sponsored Youth Empowerment Organizations in Kenya

Purpose: Government-sponsored Youth Empowerment organisations (GSYEOs) are designed to skill, prepare, and empower the youths toward poverty eradication, formal employment, and self-reliance. However, poverty and unemployment among the youths in Kenya seem to be on an onward trajectory, and yet scarce research has been conducted on the influence of strategic direction on the performance of GSYEOs. This study examines the influence of strategic direction and the performance of GSYEOs in Kenya, which is anchored on strategic leadership theory and measured using the Balance Score Card framework. Design/Methodology/Approach: A descriptive research design was utilized and a random sample of five GSYEOs with a total population of 1089 employees was adopted, and a sample of 109 was derived. Correlation analysis results show that strategic leadership and organisational performance were positively and significantly correlated (r=0.661; P-value <0.05). Results from simple linear regression showed that 43.6% was a good fit for the organisational performance (R squared =0.436, R= 0.661). Implications/Originality/Value: The study recommends that GSYEO’s leadership encourage strategic direction implementation through adequate budget allocation.

Human Resource Development and Organisational Performance in Government-Sponsored Youth Empowerment Organizations in Kenya

Purpose: Government-sponsored Youth Empowerment organisations (GSYEOs) are designed to skill, prepare, and empower the youths toward poverty eradication, formal employment, and self-reliance. However, poverty and unemployment among the youths in Kenya seem to be on an onward trajectory. Yet, scarce research has been conducted on the influence of strategic direction on the performance of GSYEOs. This study examines the influence of strategic direction and the performance of GSYEOs in Kenya, which is anchored on strategic leadership theory and measured using the Balance Score Card framework. Design/Methodology/Approach: A descriptive research design was utilised, a random sample of five GSYEOs with a total population of 1089 employees was adopted, and a sample of 109 was derived. Simple analysis results show that the relationship between organisational performance and Human Resource Development is statistically significant as (p<0.05), 65.0% of the variation in the organisational performance can be explained by the regression model (R2=0.65, ΔR2=0.644, F(1,64) =118.748, P<0.05). Results showed that that 65% was a good fit for the organisational performance. Implications/Originality/Value: The study recommends that the Government of Kenya allocate and prioritise funding for capacity building in Government-Sponsored Youth Empowerment Organizations.

Effect of Idealised Influence Dimension on Organizational Performance of the South Eastern Kenya Economic Bloc (SEKEB) Counties: The Moderating Role of Innovation

Following the promulgation of the new constitution in Kenya in 2013, county governments were established, and since then, they have faced various performance challenges. This study aimed to explore the impact of idealized influence on county government performance within the South Eastern Kenya Economic Bloc (SEKEB). Guided by transformational leadership theory and supported by strategic leadership, resource-based view, and stakeholder theories, the study employed a pragmatic philosophy and descriptive research design. A sample of 289 respondents was selected through stratified random sampling from a target population of 408. The research utilized a pilot study to ensure the reliability and validity of the questionnaire. Descriptive and inferential statistical techniques were applied to analyze the data. The study's findings revealed that idealized influence had a significant and positive effect on county government performance. This suggests that leaders, who exhibit idealized influence, by acting as role models and inspiring their teams, can substantially enhance performance outcomes. Innovation did not significantly impact the results in this study; it remains an important aspect of organizational growth. County governments should continue to foster innovative practices but should also monitor and evaluate their impact more closely to ensure alignment with overall performance objectives. Adjustments or new approaches to innovation may be necessary to better support leadership effectiveness and organizational outcomes of county governments.

Strategic Leadership, Organisational Culture, and Growth of the Anglican Church of Kenya

The Anglican Church of Kenya (ACK) has encountered various growth challenges, including the sustainability of its programs and the need for technological and spiritual advancement. This study aimed to assess the impact of church strategic leadership and organizational culture on ACK’s growth. The specific objectives were to: (1) determine the relationship between strategic leadership and church growth and (2) explore whether organizational culture moderates the relationship between strategic leadership and growth. Informed by Strategic Leadership and Upper Echelons theories, the study utilized correlation research design. The target population comprised 315 church leaders, including members of the Provincial Administration, Archdeaconry/Parochial Leadership, and the Nairobi Diocesan Secretariat. Proportionate stratified sampling was employed to select 176 respondents. Data collection involved a structured questionnaire on a 5-point scale. Linear regression analysis was used to test research hypotheses, with SPSS version 23 aiding quantitative data analysis. Strategic leadership together with organizational culture accounted for 52.8% of the variance in church growth (R2=.528, DF (3) = 64.257, p<.01). However, the interaction term between strategic leadership and organizational culture did not show evidence of moderation (β=-.038, p>.05). Examination of the regression coefficients revealed that organizational culture had statistically significant predictive power on church growth (β=.757, p<.05) but the effect size of strategic leadership on church growth was insignificant (β=.398, p>.05). It was concluded that organizational culture is ultimately what counts for church growth within the Anglican Church of Kenya, though strategic leadership plays a positive role. Therefore, fostering a strong organizational culture within the Anglican Church of Kenya can significantly contribute to its growth and sustainability, and this can be reinforced by strategic leadership.

ADHD symptoms of CEOs and business model innovation in the SME context

Considering their typical resource constrains, limited internal capabilities, and heightened dynamism and adaptability, small and medium-sized enterprises (SMEs) are forced to be innovative to secure their competitive advantage. The decision to engage in business model innovation (BMI), especially in the context of SMEs operating in uncertain environments, is strongly dependent upon Chief Executive Officers’ (CEOs) predisposition and personality characteristics. Drawing upon the strategic leadership theory and trait activation theory, we hypothesize that Attention Deficit Hyperactivity Disorder (ADHD) symptoms of CEOs significantly influence BMI activities, particularly under specific conditions. Using a sample of 367 Russian SMEs, we find evidence that CEO gender and CEO tenure intensify the effect of ADHD on BMI. A detailed discussion of our study’s implications for theory and practice in SME settings concludes this article.

Strategic entrepreneurial behaviors and firm performance: the moderating role of narcissism and Machiavellianism

PurposeThis study examines the relationship between strategic entrepreneurial behaviors (SEBs) and the performance of small and medium-sized enterprises (SMEs) in an emerging market context. The authors expand upon prior work in this area by building and testing a model that assesses the moderating effect of CEOs’ narcissism and Machiavellianism on the relationship between SEBs and SME performance.Design/methodology/approachTo test the authors’ theoretical model, the authors use the results of a larger data collection project in Russia to create a national random sample of 372 Russian SMEs that were approached between August and November 2019.FindingsThe authors found support for the positive relationship between SEBs and SME performance. Additionally, the authors found that CEO narcissism and Machiavellianism strengthen the relationship between SEBs and firm performance.Originality/valueThis study is an important step toward enriching the understanding of the role of CEO personality traits in shaping the efficiency of entrepreneurial behavior at the firm level. Extending previous research, the authors show that SEBs have a positive effect on firm performance in an emerging market context. Additionally, the authors contribute insight about how personality characteristics of CEOs, specifically narcissism and Machiavellianism, influence the relationship between entrepreneurial behavior and firm performance. Finally, the authors’ research contributes to the development of strategic leadership theory: the results offer insight to scholars regarding the potentially beneficial attributes of otherwise “dark” leaders.

Influence of Determining Strategic Direction on Organization Performance of Pharmaceutical Companies in Kenya

The chief executive’s ability to determine strategic direction through a unifying vision and mission and establishing social capital within the top management team influences the organization’s performance in different contexts. This study aimed at establishing the influence of determining strategic direction on the organisational performance of pharmaceutical companies in Kenya and was grounded on the strategic leadership theory. The study was anchored on positivism philosophy with a descriptive design approach. A stratified simple sampling was used to target a sample of 390 senior managers within the three strata, namely, local companies, generic companies, and research and development multinationals, proportionately to achieve a respondent rate of 82%. The strategic direction was operationalised through the leader’s vision, mission, and strategic goals, while organization performance was measured through profitability, Customer perspective and learning & growth. Five key tests were carried out: correlation analysis, chi-square test, one-way ANOVA, ordinal logistic regression, and parameter estimates to test the hypothesis. Ordinal logistic regression (Nagelkerke Pseudo R-square) results established that 8.1% variance in organizational performance was explained by strategic direction, R2 = .081. In addition, ordinal regression parameter estimates indicated that strategic direction significantly predicted organizational performance, β=0.473, p≤.05. The study concluded a significant relationship between strategic direction and organizational performance. In particular, a leader’s vision, mission and strategic goals were attributed to the positive influence on organizational performance at the pharmaceutical companies in Kenya. The study results indicate that when the leader's strategic direction is clear, communicated and aligned throughout the organization, this significantly and positively influenced organisational performance. Consequently, the study recommended that leaders embed their vision and mission within their strategic plans and ensure alignment throughout the organization.

Business and Technology Strategies in Strategic Alignment for Performance of Non-Governmental Organizations

In Kenya, half of all projects under non-governmental organizations are not sustainable and collapse in less than 365 days after exit of donors. Coordination board of the organization closed down approximately 956 non-governmental in 2015 due to financial malpractices. About, 40% of the projects carried out as non-governmental organizations had been facing the problem of poor management, allocation of resources. The study's specific objectives were to establish the effect of business strategy and information technology strategy on performance of non-governmental in Nakuru City in Kenya. The study's target populations were 95 respondents comprising of directors, management and staff of 14 non-governmental organizations. Strategic leadership theory, performance monitoring theory, organization theory, and the strategic alignment model were used. Descriptive research design, census and close-ended questionnaire were used to collect data which was analyzed using descriptive and inferential statistics with the help of statistical package for social sciences version 25. The findings showed positive correlation between business strategy and information Technology strategy. The variables were significant when tested at 5% level of significance. The researchers recommend that organizations should come up with good business strategy for diagnosing problem of the organization hence problem-solving competence and facilitates assessment of actualization of action plan. Information technology system should be improved so as to facilitate networking, and efficient communication which in turn determine performance. The study's findings would lead to greater understanding of non-governmental organizations. The management of regulatory bodies to government and non-profit sector gains useful insights about strategic alignment, allowing them to develop policies that direct and inspire other organizations.

Firm’s resource portfolio and its influence on financial sustainability of NGOs in Kenya

The aim of the research was to determine the influence of a firm’s resource portfolio on financialsustainability of NGOs in Kenya. The study was underpinned by strategic leadership theory and applieddescriptive correlational research design. The study’s target population was 6,028 comprising activelocal NGOs. It utilized stratified random sampling to select 413 CEOs/board members as respondentsthrough a self-administered questionnaire. Correlation results showed that firm’s resource portfoliohad a positive and significant relationship with financial sustainability, r (393) = 0.564, p ≤ .05.Ordinal logistic regression (Nagelkerke Pseudo R2) results revealed that firm’s resource portfolioexplained 13.9% of the variance in financial sustainability, R~ 73 ~ 2= .139, while the parameter estimatesresults showed that firm’s resource portfolio significantly predicted financial sustainability, β2 = 2.725, p≤.05. Therefore, the null hypothesis was rejected implying that the firm’s resource portfoliohas significant influence on financial sustainability. The study recommends strategic leadership teamsto manage appropriately the organization's resource portfolio by organizing and bundling them intocapabilities, structuring their organizations to utilize the capabilities and selecting optimal strategiesto leverage on and exploit these resources to achieve financial sustainability.

Explicating the Impact of Leadership Styles on Strategy Implementation: An Empirical Study of the State Law Office, Kenya

This research paper sought to find out how leadership styles affect strategy implementation in State Law Offices. The study’s specific objectives are to determine the effect of autocratic, participative, transactional and transformational styles of leadership on strategy implementation at Kenyan State Law Offices. The theoretical anchors of the study were; the behavioural theory of leadership, the resource-based view theory along with the strategic leadership theory. To meet the study’s objectives, there was the use of descriptive research design. The target population of the study was 415 senior staff drawn from 4 State Law Offices in Nairobi, Mombasa, Kisumu and Nakuru. Stratified random sampling was used according to the cadre of staff. The study used primary data, which was collected by open and closed-ended questions as captured in the questionnaire, the main primary data collection tool. Data collection was set in after authorization by Kenyatta University Graduate School and the Management of the State Law Office. A pilot study was done in the Nairobi office in order to determine the validity along with the reliability of the research instrument. Content validity and construct validity was used to examine the relevance of the tool in retrieving the required information. The tools reliability were assessed by applying the Cronbach alpha where a score of above >0.7 underlined the questionnaires reliability. Further, after the cleaning and coding process, the collected data was then analysed using SPSS and the output presented in tables, figures and charts. In the research on autocratic leadership’s impact on strategy implementation, it was found that many respondents preferred top-down decision making to enhance accountability, while fewer supported the importance of rules and regulations and the use of coercive techniques in challenging situations. In the research on participative leadership, it was found that most leaders support group decision making and see it as an opportunity for mentoring. The key recommendation was that organizations should stick to top-down approach of leadership in enhancing accountability. Another key recommendation was that leaders should promote a culture of group decision making.

Interest rate liberalisation to banks' risk resistance: moderator of strategic leadership and mediator of monetary policy transmission

This paper aims to investigate the influence of two missing aspects and to explore whether the liberalisation has had any influence on commercial banks' risk resistance capacity. This article considers 288 data. The analyses include the Sobel test, the ADF stationarity test, and the VAR model co-integration test. Our results show that China's interest rate marketisation reform has a positive effect on reducing bank risk. Commercial bank anti-risk capabilities can improve both China's monetary policy transmission and strategic leadership capabilities. This article showing that appropriate laws and regulations should be strengthened to reduce the risk of bankruptcy that commercial banks may face as a consequence of interest rate liberalisation. This paper contributes to the theory of interest rate liberalisation and anti-risk capability, by conceptualising from strategic leadership and monetary policy transmission theory. It finds that market-oriented rate reform has increased interest rate risk.

Miten johtajuutta viestitään? Suomalaiset toimitusjohtajat Twitterissä

How is leadership communicated? Finnish CEOs on Twitter Twitter offers CEOs the opportunity to communicate with a wide audience. For corporate stakeholders, CEO communication is important because it can affect, for example, the corporate image or the information that company’s stakeholders receive about the company’s vision or values. So far, however, not much is known about the Twitter communication of Finnish CEOs or the leadership that they communicate on Twitter, so this article addresses these aspects through the strategic leadership communication theory (Ki 2015) and Glick’s (2011) CEO roles. The data have been collected over a period of seven months and consists of a total of 132 public references from the CEOs whose companies are listed on the Helsinki Stock Exchange or the TE500 CEO list. The data were analyzed with qualitative content analysis. The main results show that the Twitter use of Finnish CEOs is interactive yet rather inactive

Indonesia’s Leadership through “Vaccine Diplomacy” in Securing National and Global Vaccine Stocks

In the spirit of recovering from the impact of the Covid-19 pandemic, the world faces various obstacles in adapting to new normal. The insufficient amount of knowledge on how to respond the pandemic had caused the handling of Covid-19 crises that impacts many sectors are carried out independently by each country. Vaccine nationalism by each country leads to vaccine's scarcity and creates unequal access to vaccines between developed and developing countries. The scarcity of a crucial public goods such as vaccines show that the world is indeed in lacks of solidarity and leadership to say the least. With strategic leadership theory, this study seeks to see Indonesia's efforts to encourage the emergence of solidarity between countries through various platforms of international relations. By qualitative methods, this research shows that Indonesia's leadership role is the key to bringing countries together to get out of the Covid-19 pandemic and encourage fair distribution of vaccines.

Strategic Role of Huduma Centre Initiatives on Public Service Delivery among Residents of Kapsabet Town, Nandi County, Kenya

Purpose: The current study sought to assess the strategic role of Huduma centres on public service delivery among residents of Kapsabet town, Nandi County, Kenya. The specific objectives of the study included; to determine the role of change management, strategic communication, strategic leadership and strategic decision making on public service delivery among residents of Kapsabet town, Nandi County, Kenya. The study was anchored on the following theories; the Kurt Lewin’s change management theory, theory of cybernetic, strategic leadership theory and the rational decision making theory.
 Methodology: The study adopted an explanatory research design. The study target population was 750 customers who access Huduma services daily at the Huduma center in Kapsabet town. The sample size was 261 customers. Simple random sampling technique was used to select the respondents. Questionnaires were used to collect data in this study. Pilot testing was undertaken at Eldoret Huduma center. This study adopted content validity. Cronbach’s alpha was used to measure reliability of the research instrument. The data collected was analyzed using both descriptive and inferential statistics.
 Findings: The study findings indicated that change management has a positive and significant role on public service delivery (β=0.016, p < 0.05), strategic communication has a positive and significant role on public service delivery (β=0.246, p < 0.05), strategic leadership has a positive and significant role on public service delivery (β=0.075, p < 0.05), strategic decision making has a positive and significant role on public service delivery (β=0.519, p<0.05).
 Unique contribution to theory, practice and policy: This study concludes that change management, strategic communication, strategic leadership and strategic decision making have a significant role on public service delivery. The study recommends that the management of Kapsabet Huduma center should have a policy on stakeholder’s engagement in decision making at the facility. They should implement a policy on information sharing among the target audience of the facility. A policy on human resource development should continue to exist at the facility and also there should be a policy that will operationalize strategic teaming by the top level managers at the facility. The study contributed to existing body of knowledge by forming basis for further research in the area of strategic role of Huduma centers’ and public service delivery.