VISION DEVELOPMENT PRACTICE AND PERFORMANCE OF STATE CORPORATIONS IN KENYA; A CASE STUDY OF KENYA POWER
Abstract
Growth of the economy relies on how successful the Leadership strategies in the Economy have developed and sustained. Globally companies play crucial role in both developing and developed economies. Turbulence economies have struck the managers of various organizations to find means of how the organizations should engage Vision Development Practice as a function of Strategic Leadership in order to improve performance and remain competitive. Most of the scholars have supported the relationship between Vision Development practice and Organization Performance, though some other scholars defy the correlation. The main purpose of this research study was to assess the effect of Vision Development on Organization Performance of Kenya Power Company Limited, Kakamega Town, County Government of Kakamega; Kenya. Descriptive Survey research design was adopted for the study. The target population consisted of employees of Kenya Power Company Limited, Kakamega Town Office. Both descriptive and inferential statistics was focused on and the computation was done by use of SPSS version 24 in order to test the primary data that was collected to satisfy the objectives of study. Pilot study was conducted on employees of Kenya Power Company Limited, Kisumu Town Office. The results of the findings indicated Vision Development practice influenced Organization Performance of Kenya Power Company Limited, Kakamega Town, County Government of Kakamega; Kenya. The study recommends for Organizations’ management to embrace the use of Vision Development Practice since it improves the Organization’s Performance. The study recommends for further studies on the same considering same variables but different methodologies.
Key words: Vision Development, Strategic Leadership, Performance
CITATION: Masinde, B. J., Kadima, M. J., & Juma, D. (2022). Vision development practice and performance of state corporations in Kenya; A case study of Kenya Power. The Strategic Journal of Business & Change Management, 9 (2), 183 – 194.
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DOI: http://dx.doi.org/10.61426/sjbcm.v9i2.2259
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