leadership influence on strategy

8/12/2019 Leadership influence on strategy

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TABLE OF CONTENTS

LIST OF ABBREVIATIONS..........................................................................................iii

CHAPTER ONE: INTRODUCTION..............................................................................1

1.1 Background of study...............................................................................................1

1.1.1Leadership styles..............................................................................................2

1.1.2Strategy implementation....................................................................................3

1.1.3 Banking industry in Kenya................................................................................5

1.2 Research problem ................................................................................................

1.3 !b"ecti#es of the study............................................................................................$

1.% &alue of the study................................................................................................... '

CHAPTER TWO: LITERATURE REVIEW...............................................................10

2.1 (ntroduction...........................................................................................................1)

2.2 *heoretical Re#ie+ of Leadership.........................................................................1)

2.3 Leadership Styles.................................................................................................1%

2.% Strategy implementation ......................................................................................1,

2.5 Leadership style and strategy implementation......................................................1

CHAPTER THREE: RESEARCH METHODOLOGY..............................................20

3.1 (ntroduction...........................................................................................................2)

3.2 Research design................................................................................................... 2)

3.3 -ase selection .....................................................................................................2)

3.% ata collection...................................................................................................... 2)

3.5 ata analysis........................................................................................................ 2)

REFERENCES................................................................................................................21

APPENDICES..................................................................................................................26

/00( 14 6S*(!/(R...............................................................................2,

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LIST OF ABBREVIATIONS

ATM Automated Teller Machine

CEO Chief Executive Officer

TQM Total Quality Management


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1.1.1 L,a',#)-i )*+/,)

6eginning in the 578's and rapidly accelerating during the 579's" there has !een a

further change one that places leadership in a pivotal role as an essential part of

achieving ever !etter productivity and performance The shift from manual to

#nowledge wor# in most economies" the rise of living standards and therefore

expectations" the growth in educational -ualifications and sophistication" are +ust

some of the things that have changed people,s attitudes The wor#force of today is a

far cry from that of 5'' years ago :e live in an age where people have choices"

where the deference common in an earlier age has disappeared" where the right to

personal self;fulfillment is a widely shared !elief %Crouch < 6asch 5778)

As a result it is now recogni*ed that" to get the !est out of people" they need to !e led"

not +ust managed as su!ordinates They need to feel motivated" committed" and even

inspired =ersuasion" not coercion" is re-uired 1tatus and position are no longer

enough To get the real results re-uired in a highly competitive age" people need to

want to give their !est" not +ust !e told to do so Autocratic and hierarchical

management systems have given way to much more open and democratic ways of

managing 1imultaneously" the reasons why someone should follow someone else,s

lead have changed mar#edly

A much more egalitarian society" increases in employee;empowerment" and the flatter

nature of many organi*ations means that leaders now have to >>win,, followers :ith

this has come a whole new set of re-uirements for those who aspire to lead their

organi*ation or parts of it to success %Mint*!erg 577() ?owadays"

competitiveness !etween organi*ations ta#es place not +ust at the level of the products

and services they provide" !ut much more deeply at the level of the competences they

possess And nowhere are those competences more critical than in the style of

leadership they have The -ualities" attitudes" !eliefs" and !ehaviors of those whose

tas# it is to !ring out the !est in their people %?o!le5777)


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=eter @ruc#er considers leadership as a human characteristic which lifts a man,s

vision to higher sights3 raises and !uilds his performance to higher standards" and

!uilds man,s personality !eyond its normal limits Leadership is an important a!stract

-uality of the leader that sets apart a successful organi*ation from an unsuccessful

one Leadership is" therefore" regarded as the process of influencing the activities of

an individual towards goal achievement in a given situation %@ruc#er 577&)

The concept of leadership style can !e defined as the style that a leader adopts in their

dealings with those who follow them Clearly" underlying this is an assumption that

there is a >>right,, and a >>wrong,, style According to the management literature" the

appropriate style will depend on a wide variety of criteria" including the relationship

!etween the parties involved" the nature of what needs to !e done" and the match or

mismatch !etween the difficulty of the tas# and the competencies availa!le %6artlett

< hoshal 577()

A leader would !e effective" if he adopts the right leadership style depending upon the

situation Be can !e autocratic" especially" when the situation is -uite demanding and

there is little time to consult su!ordinates Be may adopt consultative leadership style"

especially when su!ordinates views and suggestions are important in decision;

ma#ing Be may also follow participative leadership style" especially" when the

participation of the su!ordinates is vital in decision;ma#ing %Bartley" &''')

1.1.2 S*#a*,"+ i/,,&*a*i$&

1trategy is a central concern for practically any organi*ation these days 2n situations

where the organi*ation,s environment is changing" the organi*ation itself is faced witha need to change Even in relatively sta!le environments an organi*ation is !ound to

!e faced with continuous choices to !e made 2t should !e self;evident that every

possi!le choice made or all change is not for good Organi*ational choices should

reflect a direction that will ensure the organi*ation,s success or at least survival

%Arnold 1 577') 1trategy is intimately connected with organi*ational choices and

change


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:hether this connection ta#es the form of management control or alternatively some

form of collective emergent action involving a wide participation in the organi*ation"

this depends on the chosen viewpoint The focus of this study is on strategy

implementation" the process in which the change is !rought a!out %Mint*!erg

leadership influence on strategy

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