Influence of Leadership Competencies on Performance of Tea Companies in Nandi County, Kenya

Abstract

In Kenya, there is evident declining results in the Tea sector in regard to sector competitor’s prices from competing countries, commitment of workers and declarations of bonuses. On the same note, although tea earns the country the second largest share of export, there has been inefficiency in production and insufficient demand for sale volume of tea over the last decade. The study aimed to determine the effect of leadership competencies on Tea Company’s performance in Nandi County, Kenya. Strategic leadership theory was used to explain the interrelationship between variables. Empirical literature reviewed scholarly studies on leadership and its relationship with organizational performance. Descriptive research methodology was used. The unit of analysis were the management staff at the 9 tea organizations in Nandi County who total to 121. The survey adopted a census study of all 121 respondents for the population was small and manageable. Semi structured questionnaire through the self- administration method was used to collect data from the primary sources. Both content and construct validity were determined. The research results add value to the areas of strategic leadership and tea sector performance. The study found that most of the tea factories management uses guiding vision statement, mission statements, firm’s objectives and tea factory’s guiding principles to guide their strategic direction. The research study concluded leadership competencies significantly and positively affects performance of Tea factories. The study recommended that the management of Tea factories should focus on developing an organization's path through the creation of a vision, purpose, and core values through strategic leadership.
 
 JEL: L10; L20; L26
 
 <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0771/a.php" alt="Hit counter" /></p>

Innovation Strategies and Performance of Tea Firms: A Case Study of James Finlay (Kenya) Limited

“…It is essential to pinpoint the novel elements that promote success in Kenyan tea firms. This is essential because Kenya, a nation that seeks to modernize by 2030, depends heavily on the competitiveness of the tea industry (Chikamai & Makhamara, 2021). In 2022, Kenya exported 229 million kilograms of tea, worth over $1 billion (Kariuki et al, 2022).…”

Competitiveness of Tier three Commercial Banks in Kenya: The Role of Strategic Leadership Practices

“…Kabetu and Iravo (2018) also support this by indicating that strategic leadership is about establishing a direction for organization and ensuring that the direction is followed by all the internal systems for better implementation of the strategy and enhanced performance. Chikamai and Makhamara (2021) assessed correlation between strategic leadership and entity's competitiveness among Kenya's tea companies. Obtained results revealed that strategic direction as an aspect of strategic leadership had potentially influenced competitiveness.…”

The moderation effect of personal factors on the relationship between performance contracting and service delivery of employees in Huduma Centres in Western Kenya

“…Democratic leadership practices, for example, enhance service delivery, according to Flora and Kubaison (2017) [8]. Furthermore, Twanga; 2016: Kogei; 2015: Hannah and Wambua; 2020) show that the leadership style utilized impacted service delivery [57][58][59][60].…”