Strategic Leadership and Corruption: Implications for Kenya’s Gemstone Industry

Abstract

This research sought to explore the nexus between strategic leadership and corruption in Kenya’s gemstone industry. The general objective of the research was to examine the various attributes of strategic leadership against the diverse forms of corruption; to explore the relationship thereof and the implications of the same on Kenya’s gemstone industry.The specific objectives of the research were to explore how visionary leadership, change management credentials, ethics, values, fairness and justice impacted on the various forms of corruption across Kenya’s gemstone value chain. Strategic leadership is a treatise that has recently attracted the attention of several scholars. Cognizant of the great man, trait and behavioral viewpoints of leadership; strategic leadership is the crux that exemplifies selfless and purposeful service to humanity. There exists a convergence of perception that transformational, visionary, charismatic, change agent, servant, ethical and team leadership styles deliver immense gains that can decimate the tyranny of corruption.Particular philosophical standpoints that define corruption comprise the characteristics and precepts of bribery, fraud, embezzlement, facilitation payment and favoritism. The study focused on five counties with highest activity of artisanal miners of gemstones: Taita Taveta, Kajiado, Kwale, Baringo and Nairobi. The issuance of approvals and licensing for mineral rights is the responsibility of the Mineral Rights Board and the State Department of Mining; under the Ministry of Petroleum and Mining, based in Nairobi. The study population covered 137 stakeholders, with a sample size of 70 participants drawn from the national and county governments and the private sector; all actively engaged in the decision making process in Kenya’s gemstone value chain. The study applied a positivist philosophical approach. This was grounded on the basis that the researcher intended to apply a scientific method of investigation. The approach was premised on the thinking that corruption is a human behaviour that needs to be understood. This study utilized the quantitative research method and specifically collected data through the use of a questionnaire; with the use of descriptive study to ascertain protection against bias and maximize reliability through stratified random sampling, pre-planned design for data analysis and structured data collection instruments. The researcher used a questionnaire to collect primary data. Secondary data from authentic industry reports informed the study on relevant additional information. The research used Cronbach’s Alpha for reliability as it generated the same score when administered at separate times, locations or populations.Validity of the data was computed through KMO measures. The data collected through the use of questionnaires was analyzed using SPSS Version 26. The analysis of the variables generated graphs, charts, figures and descriptive statistics that are captured in the findings and recommendations of the study. The purpose of the study was to establish if there existed any relationship between strategic leadership (independent variable) and state corruption (dependent variable) in Kenya’s gemstone value chain. The results of the research indicated that all the four attributes of strategic leadership (independent variable) and the forms of corruption (dependent variable) exhibited a weak positive linear relationship. Given that the association between the variables was very weak yet positive and granted that correlation provides evidence of association not causation, the research concluded that the four attributes of strategic leadership had little significant impact on corruption in Kenya’s gemstone industry. Further research on other attributes of strategic leadership, other styles of leadership and other aspects of corruption would lay bare beneficial findings on the phenomenon of corruption in Kenya’s gemstone industry.