STRATEGIC LEADERSHIP AND THE PERFORMANCE OF PUBLIC SECONDARY SCHOOLS IN LARI SUB-COUNTY, KIAMBU COUNTY- KENYA
Abstract
Purpose: The study aimed to investigate the influence of strategic leadership on the performance of public secondary schools in Lari Sub-county, Kiambu County.
Methodology: Grounded in contingency theory, the study employed a descriptive survey design. The target population consisted of 420 individuals, including principals, deputies, Heads of Departments, and Deans from 42 public schools. A sample size of 81 respondents was selected through stratified random sampling. Data were collected using self-administered questionnaires, and the reliability of the instruments was measured using the Cronbach alpha method. Data analysis included both qualitative and quantitative approaches, with SPSS used for statistical analysis.
Results: The findings revealed that strategic leadership significantly influences the performance of public secondary schools, with a positive and statistically significant impact (β = 0.401, p = 0.003). The study highlighted that schools with effective strategic leadership demonstrate better performance outcomes.
Conclusion: The study concludes that strategic leadership is a critical factor in enhancing the performance of public secondary schools. The study recommends prioritizing leadership development, ensuring effective strategic direction, and continuously improving leadership skills to foster better school performance.
Keywords: Strategic Leadership, School Performance, Public Secondary Schools, Strategic Management, Leadership Development, Stakeholder Theory, Resource-Based Theory, Contingency Theory
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