CORPORATE LEADERSHIP AND ORGANIZATIONAL PERFORMANCE IN KENYA AGRICULTURAL AND LIVESTOCK RESEARCH ORGANIZATION (KALRO): MEDIATING INFLUENCE OF POLICY IMPLEMENTATION
Abstract
Problem Statement: Despite the importance of effective leadership for success, Kenya’s agricultural productivity is below average. The role of policy implementation in the leadership-performance link is not well understood, especially in the context of the Kenya Agricultural and Livestock Research Organization (KALRO).
Purpose: This research aimed to explore the relationships among corporate leadership, policy implementation, and KALRO’s performance.
Methodology: The study used a mixed methods design, observing 75 management organs and conducting a cross-sectional survey and interpretive phenomenological analysis. Data analysis included correlation, factor analysis, path analyses, and diagnostic tests.
Results: Corporate leadership significantly influenced policy implementation, which in turn predicted KALRO’s performance. Even after controlling for policy implementation, corporate leadership remained a significant predictor, indicating partial mediation.
Conclusion and Recommendations: Policy implementation is a crucial mediator in the leadership-performance relationship. Recommendations for KALRO include prioritizing gender diversity, strengthening leadership development, conducting regular performance appraisals, improving communication, engaging staff, enhancing monitoring and evaluation systems, and focusing on strategic leadership.
Keywords: Mediation, KALRO, Corporate Leadership, Policy Implementation, Organizational Performance
References
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Almahasneh, Y. A. S., Rahman, M. S. B. A., Omar, K. B., & Zulkiffli, S. N. A. (2023). The impact of organizational culture and leadership styles on the performance of public organizations. Corporate Governance and Organizational Behavior Review, 7(1), 158–165. https://doi.org/10.22495/cgobrv7i1p15
Awino, Z., Ogaga, B. J., & Machuki, V. (2017). Corporate strategy and performance of Kenyan companies. Archives of Business Research, 5(5), 37-51. https://doi.org/10.14738/abr.55.3104
Ba, Y. (2022). Non-state climate governance, corporate leadership, and governance performance: Evidence from the US electric utility sector. Environ. Res. Lett. 17(8). https://doi.org/10.1088/1748-9326/ac7fa8
Berthet, E.T., & Hickey, G.M. (2018) Organizing collective innovation in support of sustainable agro-ecosystems: the role of network management. Agricultural Systems, 165, 44-54. https://doi:10.1016/j.agsy.2018.05.016
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147-160. https://doi.org/10.2307/2095101
Donkor, F., Dongmei, Z., & Sekyere, I. (2021). The mediating effects of organizational commitment on leadership styles and employee performance in SOEs in Ghana: A structural equation modeling analysis. SAGE Open, 11(2). https://doi.org/10.1177/21582440211008894
Drago, H. F., de Moura, G. L., da Silva, L. S. C. V., da Veiga, C. P., Kaczam, F., Rita, L. P. S., & da Silva, W. V. (2023). Reviewing the relationship between organizational performance, dynamic capabilities, and strategic behavior. SN Bus Econ. 3(1), 1-22. https://doi: 10.1007/s43546-022-00392-2.
FAO (Food and Agriculture Organization). (2021). In brief to the state of food security and nutrition in the world. Transforming food systems for food security, improved nutrition, and affordable healthy diets for all. Rome, FAO. https://doi.org/10.4060/cb5409en
FAO. (2022). The importance of Ukraine and the Russian Federation for global agricultural markets and the risks associated with the current conflict. Food and Agriculture Organization of the United Nations, Rome.
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman. https://doi.org/10.1017/CBO9781139192675
GoK. (2019). Agricultural sector transformation and growth strategy: Towards sustainable agricultural transformation and food security in Kenya 2019-2029. Ministry of Agriculture, Livestock, Fisheries and Cooperatives, Kilimo House.
Goyal, N. (2021). Explaining Policy Success Using the Multiple Streams Framework: Political Success Despite Programmatic Failure of the Solar Energy Policy in Gujarat, India. Politics & Policy, 49(5), pp.1021-1060.
Gusmão, F. D., Christiananta. B., & Ellitan, L. (2018). The influence of strategic leadership and organizational learning on organizational performance with organizational citizenship behaviour as an intervening variable. International Journal of Scientific Research and Management, 6. https://doi.org.10.18535/ijsrm/v6i4.sh06
Hambrick, D. C., & Mason, P. (1994). Upper echelons: The organization as a reflection of its top managers. The Academy of Management Review, 9(2), 193–206. https://doi.org/10.5465/amr.1984.4277628
Hambrick, D.C. (2018). Upper Echelons Theory. In M. Augier & D.J. Teece (Eds.), The Palgrave Encyclopedia of Strategic Management (pp. 1782–1785). Palgrave Macmillan UK. https://doi.org/10.1057/978-1-137-00772-8_785
Haski-Leventhal, D. (2021). Strategic corporate social responsibility: A holistic approach to responsible and sustainable Business. SAGE.
Howlett, M., Ramesh, M., & Wu, X. (2015). Understanding the persistence of policy failures: The role of politics, governance, and uncertainty. Public Policy and Administration, 30 (3–4), 209–220. https://doi.org/10.1177/0952076715593139
Iqbal, Q., Ahmad, N. H., & Halim, H. A. (2020). How does sustainable leadership influence sustainable performance? Empirical evidence from selected ASEAN countries. SAGE Open, 10(4). https://doi.org/10.1177/2158244020969394
Khalid, N., Islam, D. M. Z., & Ahmed, M. R. M. (2019). Sentrepreneurial training and organizational performance: implications for future. Humanities & Social Sciences Reviews, 7(2), 590–593. https://doi.org/10.18510/hssr.2019.7270
Kilonzi, T. M., Atikiya, R., & Atambo, W. N. (2023). Leadership practices, stakeholder involvement and performance of national government departments in Kenya. International Journal of Business Administration, 14(1), 36-51. https://doi.org.10.5430/ijba.v14n1p36
Kitonga, D. M. (2017). Strategic Leadership Practices and Organizational Performance in Not-For-Profit Organizations in Nairobi County in Kenya. (Unpublished Doctoral Thesis).
Knies, E., Jacobsen, C., & Tummers, L. G. (2016). Leadership and organizational performance: State of the art and research agenda. In J. Storey, J. L. Denis, J. Hartley & P. ‘t Hart (Eds.), Routledge Companion to Leadership (pp. 404-418). Routledge.
Lindblom, C. K. (1994). The implications of organizational legitimacy for corporate social performance and disclosure. Paper presented at Critical Perspectives on Accounting Conference, New York, NY. https://ci.nii.ac.jp/naid/10025885553/
Maduenyi, S., Oke, O., & Ajagbe, M. (2015). The Impact of Organizational Structure on Performance. International Journal of Strategic Change Management, 123-129
McConnell, A. (2015). What is policy failure? A primer to help navigate the maze. Public Policy & Administration, 30(3–4), 221–242. https://doi.org/10.1177/0952076714565416
Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340-363. http://dx.doi.org/10.1086/226550
Munir, K. A. (2019). Challenging institutional theory’s critical credentials. Organization Theory, 1, 1–10. https://doi.10.1177/2631787719887975
Nuwagaba A., Owino J., Angima C., & Machuki V. (2022). Mediating effect of strategy implementation on the relationship between TMT characteristics and performance of Ugandan state agencies. European Scientific Journal, 18(34), 54. https://doi.org/10.19044/esj.2022.v18n34p54
Nyandika D. O., Machoka P., & Ngala M. (2022). Relationship between Transformational Leadership and Enterprise Risk Management Adoption by Commercial State Corporations in Kenya. Journal of Human Resource & Leadership. Vol 6(1) pp. 14-30. https://doi.org/10.53819/81018102t2034
Okech, J. O., Okeyo, W., & Kiruhi, T. (2021). Strategic leadership style and organizational performance of agricultural, livestock and fisheries parastatals in Kenya. International Journal of Management and Leadership Studies, 3(2): 200-238.
Oketch, J. Odongo., Kilika, J. M., & Kinyua, G. M. (2021). The mediating role of strategy execution on the relationship between TMT characteristics and organizational performance in a regulatory setting in Kenya. Journal of Business and Economic Development, 6(1), 12-22. https://doi.org.10.11648/j.jbed.20210601.12
Olaka, M. H., Lewa, P. P., & Kiriri, D. P. (2017). Strategic leadership and implementation of strategy in commercial banks in Kenya: a case study of strategic direction. American Journal of Leadership and Governance, 1(1), 82 - 95. https://doi.org/10.47672/ajlg.276
Peters, B. G. (1999). Institutional Theory in Political Science: The New Institutionalism. Pinter. https://doi.org/10.5040/9781501397813
Peters, B. G. (2018). The challenge of policy coordination. Policy Design and Practice, 1(1), 1–11. https://doi.org/10.1080/25741292.2018.1437946
Resnick, D. (2018). The devolution revolution: Implications for agricultural service delivery in Ghana, Discussion Paper 01714, Washington, DC: International Food Policy Research Institute.
Schwens, C., & Wagner, M. (2019). The role of firm-internal corporate environmental standards for organizational performance. Journal of Business Economics 89(7), 823–843. https://doi.org/10.1007/S11573-018-0925-5
Scott, W.R. (2008). Approaching adulthood: the maturing of institutional theory. Theory and Society, 37, 427–442. http://dx.doi.org/10.1007/s11186-008-9067-z
Soares, L. P. (2018). Organizational Politics: Harmful or Helpful? Instructional Design Capstones Collection. 44. https://scholarworks.umb.edu/instruction_capstone/44
Solikhah, B., Yulianto, A., & Suryarini, T. (2020). Legitimacy theory perspective on the quality of carbon emission disclosure: Case study on manufacturing companies in Indonesia stock exchange. IOP Conference Series: Earth and Environmental Science, 448, 1-8. https://doi.org/10.1088/1755-1315/448/1/012063
Stephens, E.C., Jones, A. D., and Parsons, D. (2018). Agricultural systems research and global food security in the 21st century: an overview and roadmap for future opportunities. Agric. Syst. 163(C), 1–6. https://doi.org/10.1016/j.agsy.2017.01.011
Sulkowski, A. J., Edwards, M. & Freeman, R. E., 2018. Shake your stakeholder: Firms leading engagement to cocreate sustainable value. Organization & Environment, 31(3), 223-241. https://doi.org/10.1177/1086026617722129
Suri, T., & Udry, C. (2022). Agricultural Technology in Africa. Journal of Economic Perspectives, 36(1), 33–56. https://doi.org/10.1257/jep.36.1.3
Warinda, E., Kathula, D. N. & Ngala, M. O. (2024). Moderated mediation dynamics: influence of strategic linkages and policy implementation on corporate leadership and Kenya agricultural research organization's performance. Journal of Human Resource & Leadership, Vol 8(3) pp. 83-102. https://doi.org/10.53819/81018102t4262
Whittington R., Regner P., Angwin D., Johnson G., & Scholes, K. (2019). Exploring Strategy (12th ed.). Pearson Education
Almahasneh, Y. A. S., Rahman, M. S. B. A., Omar, K. B., & Zulkiffli, S. N. A. (2023). The impact of organizational culture and leadership styles on the performance of public organizations. Corporate Governance and Organizational Behavior Review, 7(1), 158–165. https://doi.org/10.22495/cgobrv7i1p15
Awino, Z., Ogaga, B. J., & Machuki, V. (2017). Corporate strategy and performance of Kenyan companies. Archives of Business Research, 5(5), 37-51. https://doi.org/10.14738/abr.55.3104
Ba, Y. (2022). Non-state climate governance, corporate leadership, and governance performance: Evidence from the US electric utility sector. Environ. Res. Lett. 17(8). https://doi.org/10.1088/1748-9326/ac7fa8
Berthet, E.T., & Hickey, G.M. (2018) Organizing collective innovation in support of sustainable agro-ecosystems: the role of network management. Agricultural Systems, 165, 44-54. https://doi:10.1016/j.agsy.2018.05.016
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147-160. https://doi.org/10.2307/2095101
Donkor, F., Dongmei, Z., & Sekyere, I. (2021). The mediating effects of organizational commitment on leadership styles and employee performance in SOEs in Ghana: A structural equation modeling analysis. SAGE Open, 11(2). https://doi.org/10.1177/21582440211008894
Drago, H. F., de Moura, G. L., da Silva, L. S. C. V., da Veiga, C. P., Kaczam, F., Rita, L. P. S., & da Silva, W. V. (2023). Reviewing the relationship between organizational performance, dynamic capabilities, and strategic behavior. SN Bus Econ. 3(1), 1-22. https://doi: 10.1007/s43546-022-00392-2.
FAO (Food and Agriculture Organization). (2021). In brief to the state of food security and nutrition in the world. Transforming food systems for food security, improved nutrition, and affordable healthy diets for all. Rome, FAO. https://doi.org/10.4060/cb5409en
FAO. (2022). The importance of Ukraine and the Russian Federation for global agricultural markets and the risks associated with the current conflict. Food and Agriculture Organization of the United Nations, Rome.
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman. https://doi.org/10.1017/CBO9781139192675
GoK. (2019). Agricultural sector transformation and growth strategy: Towards sustainable agricultural transformation and food security in Kenya 2019-2029. Ministry of Agriculture, Livestock, Fisheries and Cooperatives, Kilimo House.
Goyal, N. (2021). Explaining Policy Success Using the Multiple Streams Framework: Political Success Despite Programmatic Failure of the Solar Energy Policy in Gujarat, India. Politics & Policy, 49(5), pp.1021-1060.
Gusmão, F. D., Christiananta. B., & Ellitan, L. (2018). The influence of strategic leadership and organizational learning on organizational performance with organizational citizenship behaviour as an intervening variable. International Journal of Scientific Research and Management, 6. https://doi.org.10.18535/ijsrm/v6i4.sh06
Hambrick, D. C., & Mason, P. (1994). Upper echelons: The organization as a reflection of its top managers. The Academy of Management Review, 9(2), 193–206. https://doi.org/10.5465/amr.1984.4277628
Hambrick, D.C. (2018). Upper Echelons Theory. In M. Augier & D.J. Teece (Eds.), The Palgrave Encyclopedia of Strategic Management (pp. 1782–1785). Palgrave Macmillan UK. https://doi.org/10.1057/978-1-137-00772-8_785
Haski-Leventhal, D. (2021). Strategic corporate social responsibility: A holistic approach to responsible and sustainable Business. SAGE.
Howlett, M., Ramesh, M., & Wu, X. (2015). Understanding the persistence of policy failures: The role of politics, governance, and uncertainty. Public Policy and Administration, 30 (3–4), 209–220. https://doi.org/10.1177/0952076715593139
Iqbal, Q., Ahmad, N. H., & Halim, H. A. (2020). How does sustainable leadership influence sustainable performance? Empirical evidence from selected ASEAN countries. SAGE Open, 10(4). https://doi.org/10.1177/2158244020969394
Khalid, N., Islam, D. M. Z., & Ahmed, M. R. M. (2019). Sentrepreneurial training and organizational performance: implications for future. Humanities & Social Sciences Reviews, 7(2), 590–593. https://doi.org/10.18510/hssr.2019.7270
Kilonzi, T. M., Atikiya, R., & Atambo, W. N. (2023). Leadership practices, stakeholder involvement and performance of national government departments in Kenya. International Journal of Business Administration, 14(1), 36-51. https://doi.org.10.5430/ijba.v14n1p36
Kitonga, D. M. (2017). Strategic Leadership Practices and Organizational Performance in Not-For-Profit Organizations in Nairobi County in Kenya. (Unpublished Doctoral Thesis).
Knies, E., Jacobsen, C., & Tummers, L. G. (2016). Leadership and organizational performance: State of the art and research agenda. In J. Storey, J. L. Denis, J. Hartley & P. ‘t Hart (Eds.), Routledge Companion to Leadership (pp. 404-418). Routledge.
Lindblom, C. K. (1994). The implications of organizational legitimacy for corporate social performance and disclosure. Paper presented at Critical Perspectives on Accounting Conference, New York, NY. https://ci.nii.ac.jp/naid/10025885553/
Maduenyi, S., Oke, O., & Ajagbe, M. (2015). The Impact of Organizational Structure on Performance. International Journal of Strategic Change Management, 123-129
McConnell, A. (2015). What is policy failure? A primer to help navigate the maze. Public Policy & Administration, 30(3–4), 221–242. https://doi.org/10.1177/0952076714565416
Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340-363. http://dx.doi.org/10.1086/226550
Munir, K. A. (2019). Challenging institutional theory’s critical credentials. Organization Theory, 1, 1–10. https://doi.10.1177/2631787719887975
Nuwagaba A., Owino J., Angima C., & Machuki V. (2022). Mediating effect of strategy implementation on the relationship between TMT characteristics and performance of Ugandan state agencies. European Scientific Journal, 18(34), 54. https://doi.org/10.19044/esj.2022.v18n34p54
Nyandika D. O., Machoka P., & Ngala M. (2022). Relationship between Transformational Leadership and Enterprise Risk Management Adoption by Commercial State Corporations in Kenya. Journal of Human Resource & Leadership. Vol 6(1) pp. 14-30. https://doi.org/10.53819/81018102t2034
Okech, J. O., Okeyo, W., & Kiruhi, T. (2021). Strategic leadership style and organizational performance of agricultural, livestock and fisheries parastatals in Kenya. International Journal of Management and Leadership Studies, 3(2): 200-238.
Oketch, J. Odongo., Kilika, J. M., & Kinyua, G. M. (2021). The mediating role of strategy execution on the relationship between TMT characteristics and organizational performance in a regulatory setting in Kenya. Journal of Business and Economic Development, 6(1), 12-22. https://doi.org.10.11648/j.jbed.20210601.12
Olaka, M. H., Lewa, P. P., & Kiriri, D. P. (2017). Strategic leadership and implementation of strategy in commercial banks in Kenya: a case study of strategic direction. American Journal of Leadership and Governance, 1(1), 82 - 95. https://doi.org/10.47672/ajlg.276
Peters, B. G. (1999). Institutional Theory in Political Science: The New Institutionalism. Pinter. https://doi.org/10.5040/9781501397813
Peters, B. G. (2018). The challenge of policy coordination. Policy Design and Practice, 1(1), 1–11. https://doi.org/10.1080/25741292.2018.1437946
Resnick, D. (2018). The devolution revolution: Implications for agricultural service delivery in Ghana, Discussion Paper 01714, Washington, DC: International Food Policy Research Institute.
Schwens, C., & Wagner, M. (2019). The role of firm-internal corporate environmental standards for organizational performance. Journal of Business Economics 89(7), 823–843. https://doi.org/10.1007/S11573-018-0925-5
Scott, W.R. (2008). Approaching adulthood: the maturing of institutional theory. Theory and Society, 37, 427–442. http://dx.doi.org/10.1007/s11186-008-9067-z
Soares, L. P. (2018). Organizational Politics: Harmful or Helpful? Instructional Design Capstones Collection. 44. https://scholarworks.umb.edu/instruction_capstone/44
Solikhah, B., Yulianto, A., & Suryarini, T. (2020). Legitimacy theory perspective on the quality of carbon emission disclosure: Case study on manufacturing companies in Indonesia stock exchange. IOP Conference Series: Earth and Environmental Science, 448, 1-8. https://doi.org/10.1088/1755-1315/448/1/012063
Stephens, E.C., Jones, A. D., and Parsons, D. (2018). Agricultural systems research and global food security in the 21st century: an overview and roadmap for future opportunities. Agric. Syst. 163(C), 1–6. https://doi.org/10.1016/j.agsy.2017.01.011
Sulkowski, A. J., Edwards, M. & Freeman, R. E., 2018. Shake your stakeholder: Firms leading engagement to cocreate sustainable value. Organization & Environment, 31(3), 223-241. https://doi.org/10.1177/1086026617722129
Suri, T., & Udry, C. (2022). Agricultural Technology in Africa. Journal of Economic Perspectives, 36(1), 33–56. https://doi.org/10.1257/jep.36.1.3
Warinda, E., Kathula, D. N. & Ngala, M. O. (2024). Moderated mediation dynamics: influence of strategic linkages and policy implementation on corporate leadership and Kenya agricultural research organization's performance. Journal of Human Resource & Leadership, Vol 8(3) pp. 83-102. https://doi.org/10.53819/81018102t4262
Whittington R., Regner P., Angwin D., Johnson G., & Scholes, K. (2019). Exploring Strategy (12th ed.). Pearson Education
Published
2024-05-06
How to Cite
Warinda, E., Kathula , D. N., & Ngala, M. O. (2024). CORPORATE LEADERSHIP AND ORGANIZATIONAL PERFORMANCE IN KENYA AGRICULTURAL AND LIVESTOCK RESEARCH ORGANIZATION (KALRO): MEDIATING INFLUENCE OF POLICY IMPLEMENTATION. African Journal of Emerging Issues, 6(8), 58 - 76. Retrieved from https://ajoeijournals.org/sys/index.php/ajoei/article/view/599
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