Strategic Leadership, Organizational Culture, and Performance of the Land Administration Function in Kenya

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dc.contributor.authorOloo, Martin O.
dc.date.accessioned2024-02-13T12:42:29Z
dc.date.available2021-07-06T09:01:12Z
dc.date.available2024-02-13T12:42:29Z
dc.date.issued2021-07-06
dc.descriptionPhD Dissertationen_US
dc.description.abstractKenya's land administration function is dispersed across the Ministry of Lands and Physical Planning and the National Land Commission. The function is uncoordinated, bureaucratic, costly, undemocratic, and vulnerable to corruption. Many clients experience lengthy delays in processing land related procedures. Arising from the uncoordinated and inadequate service delivery in the land administration function, strategic leadership, which involves the capability of leaders to influence decision making among their followers in an organization, is offered as a necessary tool to improve performance. This research study sought to investigate the relationship between strategic leadership and performance of the land administration function. The broad objective was to assess the moderating effect of organizational culture on the relationship between strategic leadership. Specific objectives were to assess the effects of strategic thinking, leading change, strategic direction, and development of core competencies. The study considered the relevance of five theories: Strategic Leadership Theory, the Upper Echelons Theory, Resource-based View Theory, Transformational Leadership Theory, Human Capital Theory, and the SERVQUAL modelto explain the relationship. The research paradigm was pragmatic to justify the ontological and epistemological approach to the study. Inferential and descriptive statistics were used to analyse quantitative data with the help of Statistical Package for Social Sciences (SPSS version 22). The study reported that organizational culture had a moderating effect on the relationship between strategic leadership and performance of land administration function in Kenya. Specifically, strategic thinking, leading change, strategic direction, and the development of core competencies have positive and a statistically significant effect on the performance of the land administration function in Kenya. The study provides information to policymakers in the land sector in Kenya to consider the use of strategic leadership and organizational culture tools to develop strategies to improve service delivery, procedures, and processes in land administration. The study also provides information that can be used by other researchers and academicians in literature review and in the identification of research gaps. In addition, the study found that strategic leadership explains 35.9% of the performance of the land administration function, and hence the need for further research to understand other factors that affect the performance of the land administration function in Kenya.
dc.description.sponsorshipPAC Universityen_US
dc.identifier.urihttps://repo.pacuniversity.ac.ke/handle/123456789/3267.2
dc.language.isoen
dc.publisherPacuniversity
dc.subjectStrategic Leadershipen_US
dc.subjectOrganizational Cultureen_US
dc.subjectOrganizational Performanceen_US
dc.subjectLand Administrationen_US
dc.subjectLeading Changeen_US
dc.titleStrategic Leadership, Organizational Culture, and Performance of the Land Administration Function in Kenyaen_US
dc.typeThesis
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