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Leadership strategy and organisational resilience among Kenyan listed banks

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  • Eltigani Mohamed Ahmed

    (PhD, School of Leadership, Business and Technology, Pan Africa Christian University, Nairobi, Kenya)

Abstract

This study aimed to test the effect of leadership strategy on the organisational resilience of banks listed on the Nairobi Stock Exchange. The study was anchored on Full-Range Leadership Theory (FRLT) complementarily with meta-leadership as relevant theoretical lenses. The study sampled 277 respondents holding senior managerial positions such as Chief Risk Officers, Managing Directors, Directors of Strategy, Internal Auditors, Heads of Marketing, Heads of Operations and Branch Managers. Data was collected using a self-administered Likert-type online questionnaire. Structural equations modelling was employed for statistical analysis. Partial Least Squares was performed with SmartPLS 3. Results showed that the relationship between leadership strategy and organisational resilience was statistically significant at t-value of 31.665 (p

Suggested Citation

  • Eltigani Mohamed Ahmed, 2022. "Leadership strategy and organisational resilience among Kenyan listed banks," International Journal of Business Ecosystem & Strategy (2687-2293), Bussecon International Academy, vol. 4(4), pages 50-68, October.
    • Handle: RePEc:adi:ijbess:v:4:y:2022:i:4:p:50-68
    DOI: 10.36096/ijbes.v4i4.352
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    References listed on IDEAS

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    1. Bowers, Melissa R. & Hall, J. Reggie & Srinivasan, Mandyam M., 2017. "Organizational culture and leadership style: The missing combination for selecting the right leader for effective crisis management," Business Horizons, Elsevier, vol. 60(4), pages 551-563.
    2. Essuman, Dominic & Boso, Nathaniel & Annan, Jonathan, 2020. "Operational resilience, disruption, and efficiency: Conceptual and empirical analyses," International Journal of Production Economics, Elsevier, vol. 229(C).
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