The Role of Leadership in Strategy Execution: A Case Study of G4s Security Services (K) Limited

Abstract

Strategy execution is fundamental to the achievement of organizational objectives. Most organizations set out to achieve laid-down objectives and undergo a rigorous process to develop strategies that will help them achieve the said objectives. The act of translating these objectives into realized strategies hinges on how best execution of the strategies is managed. This research examined the issues that affect the execution of strategies with specific focus on the role of the leader in strategy execution. Using a case study approach, the study focused on strategy execution and leadership within G4S Security Services (K) Limited. The study examined the factors that affect strategic execution, focusing on four key aspects, namely communication, clarification, alignment and measurement. It then examined the role of leadership in strategic execution and also examined performance measurement in relation to strategic execution. The research employed a descriptive research design as this sought to give a complete and accurate description of a situation at hand. In this case, the researcher sought to find out the role of leadership in successful strategy execution in the current context. The population of this study was the management team at G4S Security Services Kenya Limited (G4S). The study used non-probability sampling as this focuses on in-depth information and avoids generalizations. Specifically, it employed purposive sampling. The total number of respondents to be interviewed was 87 staff, however the total number of questionnaires received back was 79. The study used both secondary and primary data. The primary data tools that were used for this study were questionnaires. The analysis of this data was both qualitative and quantitative. From the findings, this research concluded that good planning and leadership contributed to the achievement of execution of strategies. However, certain factors inhibited strategy achievements, for example, lack of ownership at the implementation of the strategy, lack of commitment from the management and lack of understanding the organizations operation markets. These can be mitigated through leadership practice including communication, rewarding of employees, aligning the strategic objectives to the structures and creating a culture that enables execution of strategies. The researcher recommended that a sound model of execution is put in place. This includes enhanced resource allocation, adoption of proper systems that will be used for the achievement of the strategy, a communication process and an organizational culture that will be nurtured to create the momentum necessary to propel the execution process.