Leadership Styles on Strategy Implementation in Mhasibu SACCO Society Limited, Kenya

Abstract

The objectives of the study were to examine the influence of leadership styles on strategy implementation in Mhasibu SACCO Society Limited. The study was anchored on classical organizational theory. This study utilized descriptive survey research design. The study targeted Mhasibu SACCO Society Limited and the target population was 60 respondents comprising of 15 top managers, 25 middle level managers, 10 customer service and 10 junior support staff. A census of 60 respondents was taken. Quantitative data was analyzed using descriptive statistics such as mean and standard deviation and presented in form of tables, pie-charts and bar-graphs. Content analysis technique was used to analyze information obtained from the open ended questions and reported in narrative form. Inferential statistics such as correlation analysis and multiple regressions was used to determine the relationship between variables. The findings indicate that leadership in the Sacco supports strategy implementation. The results indicates that managers take time to build relationships with other employees in decision making, employees are given personal freedom and expression in the Sacco and employees value team work to individualism decision making. There was a very strong and positive relationship between leadership style and strategy implementation. The study recommended that the leadership should be participatory and all employees should be encourage to participate and be part of goal settings.