Transformational Leadership, Strategic Orientation and Performance of County Governments in Kenya: A Case Of Makueni County

Abstract

The introduction of devolution in Kenya was intended to enhance service delivery, equitable resource distribution, accountability, and socio-economic development. Despite substantial fiscal transfers and expanded governance autonomy, many county governments persistently experience performance challenges characterized by low development budget absorption, delayed project implementation, and growing public discontent with service delivery outcomes. While leadership and strategy execution are widely acknowledged as critical drivers of organizational performance, empirical evidence remains inconclusive regarding the mechanisms through which transformational leadership influences county performance and whether strategic orientation strengthens this relationship within devolved governance systems. This study, therefore, examined the influence of Transformational leadership on performance of County governments in Kenya. It also assessed the mediating influence of strategic orientation on the relationship between transformational leadership and performance of the county governments. The study was anchored on the Transformational Leadership Theory and supported by the Upper Echelons Theory and Dynamic Capabilities Theory. A pragmatic research philosophy informed the study guided by an exploratory sequential mixed methods design. A census sampling approach was used to select 116 staff of Makueni County. A structured research questionnaire and key informant interview guide helped to collect quantitative and qualitative data respectively. In addition, a secondary data collection sheet was used to obtain performance data. The returned questionnaires were analyzed using SPSS (Version 25). Descriptive analysis was done using measures such as mean, mode, standard deviation and percentages. Inferential analysis was also done using multiple linear regression and Pearson Correlation analysis techniques. Prior to the actual analysis of the data, diagnostic tests for linearity, multi-collinearity and normality were performed. Results show a very strong and positive correlation (R=0.787) between transformational leadership and county performance. Strategic orientation did not significantly mediate this relationship in the context of county governments in Kenya. Moreover, the aggregate effect of transformational leadership on county performance was positive and statistically significant (β=0.656, p<0.001). Also, a statistically significant influence (β=0.594, p<0.001) of transformational leadership on county performance emerged regardless of the county’s strategic orientation. The indirect effect was non-significant (β=.062, 95% CI [-.214, 0.264]), indicating that strategic orientation does not mediate the relationship between transformational leadership and county performance. The findings provide evidence-based insights to policy makers, county leaders, and practitioners on how transformational leadership can enhance fiscal management, development planning and county performance with practical benchmark for other counties in Kenya. It highlights leadership practices and strategic approaches to good governance, sound decision-making, service delivery and sustainable development