LEADERSHIP PRACTICES AND PERFORMANCE OF FIVE STAR HOTELS IN NAIROBI COUNTY, KENYA
Abstract
The study sought to establish if strategic leadership practices generally and leadership strategic direction specifically significantly influence performance of five-star hotels in Nairobi County. Using cross-sectional descriptive survey design, a complete sampling frame consisting all the 10 classified five-star hotels in Nairobi County were investigated. Given that the number of five-star hotels in Nairobi County was small and considering that they were well defined, they were all incorporated in the study. Moreover, using the whole population in the research eliminated any potential bias occurring through any sampling technique. Primary data was collected using structured questionnaires for Key informants who included management and employees from each of the hotels. One hundred and ten (110) questionnaires targeting 10 five-star hotels were prepared and dispatched. However, two (2) of the targeted hotels did not participate in the survey. In total, 88 questionnaires were returned. Secondary data was obtained from desk review of journals, books, reports and website sources. With the aid of Statistical Package for Social Sciences (SPSS) version 20, Frequency tables, charts, graphs and narratives were generated and used to present the findings. Multiple regression analysis was done, and descriptive analysis carried out. This analysis generated the requisite means and standard deviations required for interpreting the results. Moreover, inferential statistics were obtained and used to ascertain if the independent strategic leadership variable significantly influenced organizational performance (depend variable). It was established that leadership strategic direction significantly influenced organizational performance in five-star hotels in Nairobi County. The study recommended that all five-star hotels in Kenya should endeavor to implement strategic leadership strategies among other innovations as such strategies would enable them to favorably compete with other international hotel brands.
Keywords: Strategic leadership practices, Leadership strategic direction, Five-star hotels, Hotel performance
CITATION: Muteti, P. N. (2019). Leadership practices and performance of five star hotels in Nairobi County, Kenya. The Strategic Journal of Business & Change Management, 6 (3), 720 – 634.
Full Text:
PDFReferences
Allport, G. W. (1961). Pattern and growth in personality. New York: Holt, Rinehart and Winston.
Alsoboa, D. S. S. (2015). The impact of usage of strategic decision making techniques on Jordanian hotels’ performance, Journal of Hospitality, 5(1), 11.
Altin, M., Koseoglu, M. A., Yu, X., & Riasi, A. (2018). Performance measurement and management research in the hospitality and tourism industry. International Journal of Contemporary Hospitality Management, 30(2), 1172–1189.
Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A review of leadership theories, principles and styles and their relevance to educational management. Journal of Management, 5(1), 6–14.
Arifin, Z., & Thoyib, A. (2015). The Effect of role of leaders and strategic planning intensity on strategic diffusion of middle management in south Kalimantan government. European Journal of Business and Management, 10 (2), 25-36.
Bhatia, P. (2009). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25, 951-968.
Bhattacharyya, S. S., & Jha, S. (2014). Strategic Leadership Models and Theories: Indian Perspectives. London: Emerald Group Publishing.
Bhattacharyya, S. S., and Jha, S. (2018). Strategic Leadership Models and Theories: Indian Perspectives. Bingley: Emerald Group Publishing.
Bryman, A., & Bell, E. (2011). Ethics in business research: Business Research Methods, 7(5), 23-56.
Burgelman, R. A., McKinney, W., & Meza, P. E. (2017). Becoming Hewlett Packard: Why strategic leadership matters. Oxford: Oxford University Press.
Borges, R. (2013). Tacit Knowledge sharing between IT workers: The Role of organizational culture and social environment. Management Research Review, 36(1), 89-10.
Cattell, R. B. (1965). The scientific analysis of personality. New York: Penguin
Carnall, C., & Roebuck, C. (2015). Strategic Leadership Development: Building World Class Performance. London: Macmillan International Higher Education.
Cheng, M. M. & Coyte, R. (2014). The effects of incentive subjectivity and strategy communication on knowledge-sharing and extra-role behaviors. Management Accounting Research, 5(2)119-130.
Chikwe, G. C., Anyanwu, P. C., & Edeja, S. M. E. (2016). Examination of Strategic Control and Continuous Improvement as Competition Enablers in Small and Micro Enterprises: A Study of Selected Pure Water Manufacturing Firms in Ebonyi State. Advance Research Journal of Multidisciplinary Discoveries Business Management, 1(1).
Choi, S., Choi, K., Lee, S., & Lee, K. (2017). A financial approach-based measurement of brand equity in the restaurant industry. Tourism Economics, 23(7), 1515–1522. Ciulla, J. B. (2014). Ethics, the heart of Leadership (3rd Edition). SantaBarbara: ABC-CLIO.
Cole, G. A., & Kelly, P. (2015). Management Theory and Practice. London: Cengage Learning.
Collis, J., & Hussey, R. (2014). Business research: A Practical guide for undergraduate and postgraduate students. Macmillan International Higher Education.
Cooper, D., & Schindler, P. (2014). Business Research Methods (12th Edition). New York: McGraw-Hill Higher Education.
Creswell, J. W. (2014). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. London: SAGE.
Daft, R. L. (2015). Organization Theory and Design. Boston: Cengage Learning.
Davis, C. J. (2017). Servant leadership and followership: examining the impact on workplace behavior. London: Springer.
Day, D. V., & Dragoni, L. (2015). Leadership Development: An Outcome-Oriented Review Based on Time and Levels of Analyses. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 133–156.
Dragoni, L., Oh, I. S., Tesluk, P. E., Moore, O. A., VanKatwyk, P., & Hazucha, J. (2014). Developing leaders’ strategic thinking through global work experience: The moderating role of cultural distance. Journal of Applied Psychology, 99(5), 867.
Dugan, J. P. (2017). Leadership theory: Cultivating critical perspectives. San Fransisco: John Wiley and Sons.
Edwards, G. (2018). Through the looking glass: Strategic organizational practices in strategic management. Canadian Journal of Administrative Sciences (John Wiley and Sons, Inc.), 35(3), 373–389.
Elbanna, S., Eid, R., & Kamel, H. (2015). Measuring hotel performance using the balanced scorecard: A theoretical construct development and its empirical validation. International Journal of Hospitality Management, 51, 105–114.
Eriksson, P., & Kovalainen, A. (2015). Qualitative methods in business research: A Practical guide to social research. New Delhi: SAGE.
Eysenck, H. J. (1967). The biological basis of personality. Springfeld: Thomas
Fleeson, W., & Jayawickreme, E. (2015). Whole Trait Theory. Journal of Research in Personality, 56, 82–92.
Frankfort-Nachmias, C., & Nachmias, D. (2014). Research methods in the social sciences. Milwaukee: Worth Publishers.
Onyango, F.E (2014). Relationships between drivers and results of performance in the Kenyan hotel industry. Journal of Hospitality Management and Tourism, 3(3) 15-35.
Grover, S. L., Nadisic, T., & Patient, D. L. (2015). Perspectives on Ethical Leadership. New York: Routledge.
Haslam, S., & Shenoy, B. (2015). Strategic Decision Making: A Discovery-led approach to critical choices in turbulent times. New Delhi: Kogan Page.
Hitt, M., Ireland, D., & Hoskisson, R. (2013). Strategic Management : Competitiveness and Globalization. Concepts and Cases 10th ed. Mason OH: Cengage Learning.
House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321-338.
Hsu, S., Naoi, M., & Zhang, W. (2014). Lessons in Sustainable development from Japan and South Korea. London: Springer.
Ireland, D. (2016). Achieving and maintaining strategic competitiveness in the 21st century: The of strategic leadership. Academy of Management Executive, 19(4), 60–77.
Jyothimon, C. (2014). Mission, vision and objective. Retrieved 25 September, 2014 from www.slide.share.net/joythimonc/vision-mission-objective-goal.
Kahiga, (2017). The influence of Strategic Leadership Practices on Competitive Advantage of National Bank of Kenya (Unpublished Masters Thesis, University of Nairobi)
Kamau, M., & Kavale, S. (2015). Factors Affecting Strategic Choices in Airlines in Kenya: A Case Study of Kenya Airways. The International Journal of Business and Management, 3(5), 86–98.
Kanodia, R., & Sacher, D. A. (2016). Trait Theories of Leadership. International Journal of Science, Technology and Management, 5(12), 121–133.
Kinyili, C.& Omwenga, J. (2016). Effect of strategic management practices on performance of hotels in Nairobi City County. Int. Journal of Social Sciences Management and Entrepreneurship 3(1):58-75
Logsdon, R. K. (2016). Are core values just a list of target attributes or are they true performance expectations? Rock Products, 19(11), 58–58.
Marques, J., & Dhiman, S. (2016). Leadership today: Practices for personal and professional performance. Burbank: Springer.
Masungo, M. T., Marangu, W. N., Obunga, C. A., & Lilungu, D. (2015). Effect of strategic leadership on the performance of devolved government system in Kakamega County, Kenya. European Journal of Business and Management, 7(13), 327-338.
Matthews, P. H. (2014). The Concise Oxford dictionary of linguistics. Oxford: OUP Oxford.
Munjuri, M. G., K'Obonyo, P., & Ogutu, M. (2015). Human Capital, Socia; l Capital and Performance of Commercial Banks and IOnsurance Firms in Kenya. Prime Journal of Social Science (PJSS), 4(5).
Muthoka, N. & Wario, G. (2014). Effects of strategic management drivers on organizational performance in the tourism sector in Kenya. Journal of Business and change management. Vol. 2. Number 40. Pp 761-774.
Murugesan, R., & Jayavelu, R. (2014). The Influence of big five personality traits and self-efficacy on entrepreneurial intention: The Role of Gender. Journal of Entrepreneurship and Innovation in Emerging Economies, 3(1), 41–61.
Mutia, P. M.(2015). Strategic Leadership and its Influence on Church Growth in Kenya. (Unpublished Doctoral Thesis). Chandaria School of Business. United States International University – Africa
Mutindi, U., Namusonge, G.,.& Obwogi, J. (2013). Effects of strategic management drivers on organizational performance. A survey of the hotel industry in Kenyan. Mombasa: Technical University of Mombasa
Namusonge, M. J. (2014). Linking competencies with strategies: The case of small and medium- sized exporting firms in Kenya. International Journal of Social Sciences and Entrepreneurship, 1 (11), 418-439.
Ndunge, W. E (2014).Strategic leadership and change management practices at the Kenya Wildlife Service. Unpublished MBA Project, University of Nairobi.
Ng’ang’a, L. W., Waiganjo, E. W., & Njeru, A. W. (2017). Influence of organizational resources portfolio on organizational performance in tourism government agencies in Kenya. International Journal of Business and Commerce, 6(4), 1–17.
Northouse, P. G., & Lee, M. (2015). Leadership case studies in education. London: SAGE Publications.
Nyamao, O.R. (2016). The effect of strategic leadership on the performance of Small and Medium Enterprises in Kenya. Un published Masters Thesis: University of Nairobi.
Öberg, S. A., & Bringselius, L. (2015). Professionalism and organizational performance in the wake of new managerialism. European Political Science Review, 7(4), 499–523.
Odita, A. O., & Bello, A. (2015). Strategic intent and organizational performance. A Study of Banks in Asaba, Delta State Nigeria, 5(4), 60–71.
Ogwoka, D., Namada, J. & Sikalieh, D. (2017).The Joint Influence of Ethical Human Resource Practice, Ethical Investor Relations, Ethical Consumer Relations and Ethical Advertising on the Financial Performance of Listed Firms in Kenya. Journal of Human Resource and Leadership. Vol.2, Issue No.5, pp 1 -19.
Ongore, V. O., K’Obonyo, P. O., Ogutu, M., & Bosire, E. M. (2014). Board composition and financial performance: Empirical analysis of companies listed at the Nairobi Securities Exchange. International Journal of Economics and Financal Issues, 5(1), 23–43.
Ongori, J. K., Iravo, M., & Munene, D. C. E. (2015). Factors affecting performance of hotels and restaurants in Kenya: a case of Kisii County, Journal of Business, 4(12), 32.
Oxford Business Group. (2015). The report: Kenya 2016. Nairobi: Oxford Business Group.
Robinson, D. G., Robinson, J. C., Phillips, J. J., Phillips, P. P., & Handshaw, D. (2015). Performance consulting: A strategic process to improve, measure, and sustain organizational results. Oakland: Berrett-Koehler Publishers.
Salkic, I. (2014), Impact of strategic planning on management of public organizations in Bosnia and Herzegovina. Interdisciplinary description of complex systems, 12(1), 61-77.
Sekaran, U., & Bougie, R. (2016). Research methods for business: A Skill building approach. London: John Wiley and Sons.
Singh, H., and Useem, M. (2016). The strategic leader’s roadmap: Steps for integrating leadership and strategy. Philadelphia: Wharton Digital Press.
Strobach, T., & Karbach, J. (2016). Cognitive training: An overview of features and applications. New York: Springer.
Taiwo, A. A., Agwu, M. E., & Lawal, F. A. (2016). Vision and mission in organization: Myth or heuristic device. The International Journal of Business Management, 4(3), 127-134.
Thompson Jr., A., Strickland III, A. J. & Gamble J. E. (2014). Crafting & Executing Strategy. New York: McGraw-Hill Irwin.
Uzel, J. (2015). Effect of management drivers on the performance of hotel industry in Kenyan Coast. Unpublished PHS thesis. Jomo Kenyatta University of Agriculture and Technology.
Wadongo, B., & Abdel-Kader, M. (2014). Contingency theory, performance management and organisational effectiveness in the third sector: A theoretical framework. International Journal of Productivity and Performance Management, 63(6), 680–703.
Withanage, A. J. (2010). Motivated to be unethical. International Journal ofInterdisciplinary Social Sciences, 5(3),55-69.
Yıldız, S., Baştürk, F., & Boz, İ. T. (2014). The Effect of leadership and innovativeness on business performance. Procedia - Social and Behavioral Sciences, 150, 785–793.
Yusuph,S.(2015). The impact of investing in human capital on employees performance. The case study of NMB Mkwawa Iringa. (Unpublished Masters thesis, Tanzania Open University).
Zikmund, W. G., D’Alessandro, S., Winzar, H., Lowe, B., & Babin, B. (2017). Marketing Research: Asia-Pacific Edition. South Melbourne: Cengage AU.
DOI: http://dx.doi.org/10.61426/sjbcm.v6i3.1341
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.