Influence of Strategic Leadership Orientation on Implementation of Competitive Strategies in Kijabe Hospital, Kenya

Abstract

There is growing recognition that the most important problems in the field of strategic management are not related to strategy formulation, but rather to strategy implementation. High failure rate of organizational initiatives are in dynamic business Leadership like strategic leadership, which is widely described as one of the key drivers of effective strategy implementation. Many faith based organization implement diverse programmatic interventions which have benefited the communities as well as improved their living standard. But tough economic times by global recession have affected global funding. This calls for proper strategic leadership aimed at implementing competitive strategies to achieve the goals of the health care institutions. The purpose of this study was to investigate the influence of strategic leadership orientation on implementation of competitive strategies in Kijabe Hospital, Kenya. The specific objectives of the study were to: establish the influence of organization culture on implementation of competitive strategies, establish the extent to which ethical practices influence implementation of competitive strategies, determine the influence of strategic direction on implementation of competitive strategies and establish the extent to which organizational controls influence implementation of competitive strategies. The study adopted both descriptive and correlation designs. The target population was 706 employees of Kijabe Hospital. The study used primary data which was collected by use of questionnaires. Data was analyzed by use of descriptive and inferential statistics tools and presented in tables. The study found out that organization culture, ethical practices, strategic direction and organizational control it totality explain only 87.8% of the implementation of competitive strategies at Kijabe Mission Hospital , it was established that organization culture was a significant positive predictor of the implementation of competitive strategies (BI = 0.214, p<O.05), ethical practices was a significant negative predictor of implementation of competitive strategies (B2= -.112, p<O.05), strategic direction was a significant negative predictor of the implementation of competitive strategies (B3=-.294, p<O.05) and organization control was a significant positive predictor of the implementation of competitive strategies W4=O.OO]6, p<O.05) . The study concluded that both organization culture and organizational control had positive influence while ethical practices and strategic direction had negative influence on implementation of competitive strategies. It was recommended that organizations should enhance their organization culture and organizational control while limit their resources on ethical practices and strategic direction. The study may help in policy formulations in areas of strategic leadership orientation and competitive strategies. By advancing a model that can predict competitive strategies based on strategic leadership orientation, the study helped in theory building.