STRATEGIC LEADERSHIP AND COMPETITIVENESS OF KENYA TEA DEVELOPMENT AUTHORITY FACTORIES IN THE WEST OF RIFT VALLEY REGION, KENYA
Abstract
This study endeavored to examine the effect of strategic leadership on competitiveness of KTDA managed Tea Factories. The study adopted descriptive survey design. The study was conducted among 31 Kenya Tea Development Agency (KTDA) managed tea factories located in the western region of the Great Rift Valley in Kenya. The respondent’s population comprised of 155 KTDA employees tasked with management of 31 tea process factories. The study used stratified random sampling to arrive at the sample size desired in the study of 112 as calculated using Yamane Formula. The study collected data through the use of closed-ended questionnaires. Collected primary data collected was edited, cleaned, and coded; and then IBM SPPS version 27 was used to analyze primary data. Descriptive statistical analysis was used to summarize data using frequencies, percentages means and standard deviations. Using Pearson correlation coefficient, the findings established a direct and positive relationship between Competitiveness of KTDA managed Tea Factories in the West of Rift Valley Region , Kenya and independent variables; strategic vision, strategic alignment, strategic communication and strategic innovation. Further inference using multiple linear regressions showed a significant proportionate contribution of dynamic capabilities towards Competitiveness of KTDA managed Tea Factories in the West of Rift. This study observed that strategic vision showed the greatest positive significant predictive power Competitiveness of KTDA managed Tea Factories in the West of Rift in Nairobi County while strategic alignment had least positive significant predictive power. In this regard, the study recommended that while top management is effective in executing the strategic vision, proactive strategies should be developed to ensure that the vision aligns with evolving market trends. Additionally, engaging employees and other stakeholders in the vision-setting process through regular consultations and feedback mechanisms will enhance collective ownership and implementation of strategic goals. KTDA should refine its strategic alignment by addressing gaps in decision-making structures and ensuring that intellectual resources are fully integrated with operational needs. The organization should improve its strategic communication processes by enhancing customer feedback mechanisms and regulatory lobbying efforts.
Key Words: Strategic Vision, Strategic Alignment, Strategic Communication, Strategic Innovation
CITATION: Awino, K. O., & Miroga, J., Otinga, H. (2025). Strategic leadership and competitiveness of Kenya Tea Development Authority factories in the west of Rift Valley Region, Kenya. The Strategic Journal of Business & Change Management, 12 (2), 283 – 312. http://dx.doi.org/10.61426/sjbcm.v12i1.3211
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DOI: http://dx.doi.org/10.61426/sjbcm.v12i2.3211
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