Ahmed Eltigani Mohamed Ali2024-04-032024-04-032022-06https://repo.pacuniversity.ac.ke/handle/123456789/3923This study aimed to investigate the mediating role of resource orchestration and the moderating effect of firm size on the relationship between leadership strategy and organisational resilience among listed banks in Kenya. The research applied a convergent-parallel mixed-methods design following the pragmatist paradigm. Quantitative data were gathered using a questionnaire administered to 277 respondents. In-depth interviews were held with 13 former senior-level bankers. These were further supplemented with document analysis of 96 statements of board chairpersons and CEOs retrieved from the annual reports of the 12 listed banks. Quantitative data were tested for normality, heteroscedasticity, and multicollinearity. Overall, model health was assessed by conducting exploratory and confirmatory factor analyses. Composite reliability and discriminant and convergent factor validities were evaluated by obtaining Cronbach’s alpha, normed fit indices, and goodness-of-fit measures. Quantitative data were analysed in SmartPLS version 3 using partial least squares structural equation modelling and standardised root mean square residuals. Interview data were analysed using thematic analysis, and data from annual reports were analysed using content analysis. The inferential statistics showed a significant and positive direct path between leadership strategy and organisational resilience (=0.828, t=31.885, p<0.05; R2=0.685), a significant and positive mediating path for resource orchestration between leadership strategy and organisational resilience (R2=0.834, Z=9.228, p<0.05), a non-significant moderating path for firm size between leadership strategy and organisational resilience (β=0.032, p>0.05), and a non-significant moderated mediation path for firm size and resource orchestration between leadership strategy and organisational resilience (β=.053, p>0.05). The qualitative findings largely corroborated the inferential results. The study recommended a regular review of the corporate guiding principles and implementation of senior management stress testing programmes. It advocated for the inclusion of resilience awareness in staff development policies and the maintenance of an organic pipeline for internal human resource growth. The study further called for an intra-organisational knowledge cross-fertilisation and promulgation of post-crisis transformation strategies to mitigate human and psychological costs. In terms of knowledge contribution, the research empirically validated leadership strategy as an emergent paradigm in the evolution of leadership theory. It also proposed Resource orchestration pecking order model, organisational resilience continuum model, and banking system resilience model as distinct additions to knowledge.enThesis