Moderating Effect of Strategic Linkages on Corporate Leadership and Organizational Performance in Kenya Agricultural and Livestock Research Organization (KALRO)

Abstract

The urgency of securing safe, affordable, reliable, and nutritious food amid a growing global population and shrinking land productivity underscores the pivotal role of corporate leadership in fostering strategic partnerships and organizational performance. This is crucial for organizations like Kenya Agricultural and Livestock Research Organization (KALRO) to enhance performance and drive agricultural innovation that ensure achievement of national targets and mandate. Understanding the dynamics between leadership effectiveness, strategic alliances, and organizational performance is essential for addressing food security challenges and optimizing the impact of agricultural research institutions worldwide. The projected 27% increase in global population by 2050 emphasizes the need for strong corporate leadership and strategic partnerships to ensure balanced diets for over half a billion smallholder farmers. Despite Kenya's higher productivity than East Africa and Africa averages, challenges remain in enhancing food security through effective leadership and strategic alliances, particularly within institutions like KALRO. The study explored the moderating influence of strategic linkages on the relationship between corporate leadership and the performance of KALRO. Rooted in organizational excellence, upper echelons, legitimacy, and stakeholder theories, the research employed a pragmatic philosophy, and mixed methods design to mitigate bias. The target population included 75 management organs, with 60 directors and 188 top leadership units as units of observation. Quantitative analysis, using a composite regression model and ANOVA, revealed a significant impact of strategic linkages on corporate leadership and KALRO's performance. The study verified consistent variances and normality across variables, supporting parametric analyses. Autocorrelation analysis indicated no significant autocorrelation. Multicollinearity tests showed acceptable values, ensuring the reliability of the regression model. No outliers were detected. Cronbach's alpha scores demonstrated strong internal reliability. Significant correlations confirmed associations between variables, aligning with previous research findings. Strategic linkages emerged as enhanced moderator, explaining 69.4% of the variance. In this case, the moderator variable amplified or strengthened the relationship between corporate leadership and organizational performance of KALRO. Rejecting the null hypothesis highlighted the positive impact of strategic linkages on performance. Conditional effects analysis revealed strong corporate leadership influence at low strategic linkages but diminishing at higher levels. Recommendations encompassed gender diversity, inclusive leadership development, regular performance appraisals, enhanced monitoring and evaluation system, and improved linkages. The findings provide valuable guidance for KALRO's leadership amid competing priorities and budgetary constraints.