An Assessment of the Impact of Top Management Leadership Succession on the Performance of Parastatals in Kenya A Case of Kenyatta National Hospital

dc.contributor.authorObiero, Addah
dc.date.accessioned2024-10-11T06:45:18Z
dc.date.available2024-10-11T06:45:18Z
dc.date.issued2012-05
dc.descriptionMASTER OF BUSINESS ADMINISTRATION in Strategic Management
dc.description.abstractThis study attempted to establish the impact of leadership succession on the performance of Kenyatta National Hospital. The research design used for this was descriptive in nature. The target population was the supervisors and managers at KNH making up a total of 441 employees. A sample size of 47 respondents, equivalent to 10.6% of the total management was selected through stratified sampling technique. The main data collection tool used was a structured questionnaire. Interviews were also conducted with senior managers to explore more about the dynamics of leadership succession at the hospital. The data was then coded and entered into SPSS for statistical analysis which included descriptive statistics and inferential analysis using Spearman‟s rank correlation coefficient techniques and Chi-square. The findings showed that the rate of leadership change was directly and significantly related to lack of leadership support and poor selection of leadership appointees. In terms of employee productivity and performance, high rate of leadership succession at KNH was not correlated to the employee performance indicators. The study concluded that frequent change in the top leadership at the hospital was due to lack of support for the appointed leader who then decides to quit. The study recommends that leadership transition at the hospital should be managed such that the new recruit receives all the support needed to steer the organization to the next level. Autonomy should also be provided for the office holder in order run the affairs of the hospital with little interference from the parent ministry. Any impending change in leadership should be communicated to all employees well in advance in order to prepare them psychologically for the new leadership. Proper selection should be done through succession planning and communication.
dc.description.sponsorshipDaystar University, School of Business and Economics
dc.identifier.citationObiero, A. (2012). An Assessment of the Impact of Top Management Leadership Succession on the Performance of Parastatals in Kenya A Case of Kenyatta National Hospital. Daystar University, School of Business and Economics
dc.identifier.urihttps://repository.daystar.ac.ke/handle/123456789/5334
dc.language.isoen
dc.publisherDaystar University, School of Business and Economics
dc.subjectleadership succession
dc.subjectperformance
dc.subjectKenyatta National Hospital
dc.titleAn Assessment of the Impact of Top Management Leadership Succession on the Performance of Parastatals in Kenya A Case of Kenyatta National Hospital
dc.typeThesis

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