Thesis:

Strategic leadership practices on organizational performance: a case of Kenya ports authority

Strategic leadership practices are essential because they have a unique influence on how well an organization performs due to their effects on resource allocation, employee engagement, creativity, and decisiveness. These practices cultivate a corporate culture that fosters creativity and flexibility, thereby creating competitive advantages and enabling rapid and effective responses to market dynamics, ultimately enhancing overall performance. This undertaking investigated the influence of strategic leadership practices on organizational performance within the context of the KPA. Specific objectives included assessing the impact of innovation, enhancing decisiveness, promoting employee engagement, and resource allocation on performance outcomes. The RBV, Path-Goal Leadership, and Chaos Theory of Management made up the theoretical basis that directed this study. The study employed a cross-sectional survey design with a questionnaire to collect primary data. Simple random selection was used to pick a sample size of 301 respondents, with 1210 Port of Mombasa employees included in the target group. The Cronbach's alpha coefficient was calculated to ensure reliability. In data analysis, descriptive statistics such as percentages and frequencies were employed to examine significant study variables. Additionally, ANOVA was employed to look at the relationships between these variables. The results demonstrated a statistically significant model, backed by an F-statistic of 21.58 (Sig = 0.00003 < 0.05), surpassing the key F-value and validating the strong association between organizational performance at KPA and strategic leadership approaches