Volume 18, No. 6, 2021
Effect Of Leadership Capability On The Performance Of Level Four Public Hospitals In Kenya
Mwenda Geoffrey Justus , Jesse Maina Kinyua , & Samuel Nduati Kariuki
Abstract
Organizations and more specifically public hospitals are rethinking on strategic management capabilities in order to improve performance. For the government of Kenya to achieve the social pillar of Vision 2030, public health facilities should embrace strategic management capabilities. The study sought to evaluate the effect of leadership capabilities on performance of level four public hospitals in Kenya. The study was anchored on the dynamic capability and transformational leadership theories. The target population was 257 level four public hospitals in Kenya. A sample of 157 level four public hospitals in Kenya was determined using Israel formula. Systematic sampling technique was used to select the respondents. Primary data was collected using questionnaires. Data was analyzed using descriptive and inferential statistics. The coefficient for leadership capability was significant (.185, p<.05) an implication that leadership capability significantly affects the performance of level four public hospitals in Kenya. The study concluded that leadership capability significantly affects the performance of level four public hospitals in Kenya. The study recommends hospitals to engage capable leaders who can be able to formulate objectives that reflect vision and mission of the organization. The leaders should also be able to always engage key stakeholders whenever they make strategic decisions.
Pages: 3345-3361
Keywords: Leadership capability is an aspect of strategic management adopted by organizations.