Open AccessOrganisational Transformation through Leadership Strategy
Author(s) -
Eltigani Ahmed,
James M. Kilika,
Clare Gakenia
Publication year - 2022
Publication title -
international journal of finance and banking studies
Language(s) - English
Resource type - Journals
ISSN - 2147-4486
DOI - 10.20525/ijfbs.v11i1.1635
Subject(s) - extant taxon , strategic leadership , business , resilience (materials science) , set (abstract data type) , transformation (genetics) , thematic analysis , psychological resilience , public relations , strategic management , knowledge management , qualitative research , management , sociology , marketing , political science , economics , strategic planning , computer science , psychology , social science , psychotherapist , chemistry , biology , biochemistry , evolutionary biology , thermodynamics , programming language , physics , gene
This paper aimed to deepen the sense-making of organisational transformation in the banking sector through operationalisation of leadership strategy as the set of policy actions and strategic pursuits. The qualitative data were collected from cumulative 96 annual corporate disclosures of the 12 banks listed in the Nairobi Securities Exchange as of the year 2020 covering 2007 to 2020 and corresponding to specific systemic disruptive events. Data were analysed using thematic content analysis. Two research questions were answered. First, what leadership strategy set do bank executives deploy to achieve organisational transformation? Second, what mechanism explains how leadership strategy translate into organisational transformation? The study found that activation of leadership strategy as an input factor provided a mural for its advancement as a policy tool that can be evaluated in organisational transformation as a manifest output. The study identified a gap in the extant literature that organisational resilience paid limited attention to policy choices and actions deployed to orchestrate organisational transformation as a distinct feature.