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Whether strategic leadership retains real value for firm performance has long been contested, and the debate has often outrun the evidence in sectors far from the manufacturing and service settings where the construct was first tested. This study revisits Upper Echelons Theory and asks whether strategic leadership matters for the performance of poultry firms in an emerging economy. It examined the nineteen registered poultry firms in Nairobi City County, Kenya, a value chain marked by declining output, rising import competition and volatile input costs. Anchored on Upper Echelons Theory, and complemented by Strategic Leadership Theory and the Resource-Based View, the study measured strategic leadership as an integrated four-dimension construct comprising setting strategic direction, building core competencies, building organizational culture and networking, and examined the association between each dimension and firm performance. All nineteen firms were taken as a census, and a proportionate stratified random sample of 209 managers was drawn from their top echelon and business unit ranks; 200 returned usable questionnaires, a response rate of 95.69%, with Cronbach's alpha clearing the 0.7 threshold on every scale (0.761 to 0.902). The firms reported a high level of strategic leadership practice (M=3.99; SD=1.088) and a slightly lower level of performance (M=3.83; SD=0.779). Multiple linear regression showed that the four dimensions jointly explained 72.5% of the variance in managers' reported firm performance (Adjusted R²=.725; F significant at p < .001). Each dimension contributed a positive and significant effect: networking (B=.282), setting strategic direction (B=.246), building core competencies (B=.243) and building organizational culture (B=.204), all at p≤0.05. The results indicate that, far from being overwhelmed by a turbulent agribusiness environment, strategic leadership practices are strongly and consistently associated with performance in it. The study extends an upper-echelons perspective to emerging-economy agribusiness, demonstrates the value of measuring strategic leadership as a consolidated four-dimension whole, and advises boards and managers of poultry firms to treat clear strategic direction, competence renewal, adaptive culture and value chain networks as investments that shape revenue rather than as overhead.

This study investigates the influence of strategic leadership components on the performance of financial multinational companies listed on the Nairobi Securities Exchange (NSE) in Kenya. Specifically, it examines the effects of strategic controls, organizational capabilities, visionary leadership, and organizational change management on performance outcomes, measured through profitability and branch expansion. Employing a descriptive research design, the study targeted 14 listed commercial banks and 250 middle-level managers across marketing, relationship, and finance departments. A sample of 154 respondents was selected using stratified random sampling and the Taro Yamane formula. Data were collected via structured questionnaires incorporating five-point Likert scales and administered both electronically and through the drop-and-pick method. Analysis was conducted using SPSS, applying both descriptive and inferential statistics. The findings reveal that all four strategic leadership components significantly impact organizational performance, with organizational change management exerting the strongest influence. The study concludes that strategic leadership is pivotal for sustaining competitiveness and growth in Kenya’s financial sector. It recommends enhancing strategic reviews, fostering innovation and business intelligence, articulating clear organizational visions, and promoting adaptability, effective communication, and employee engagement to drive performance improvements.

The issue of leadership styles, perceptions of employees, and culture within the organization of RMA was investigated. The study employed qualitative research with an interview of 15 participants at different levels of leadership. The results indicated the prevalence of transformational and servant leaders who increased engagement levels, trust, and feelings of ownership but made employees more responsible with fewer creative and morale levels at the transactions and autocratic levels. Quantitatively, the results showed an increase in employee engagement levels from 2022 (82%) to 2023 (85%), an increase in the perception of trust of employees with leadership levels (70% to 73.3%), and an increase in the perception of development of employees’ careers (65% to 70%). Finally, the study recommends that the development of employees’ leadership should take place in an organized manner with an official program of development of employees’ careers and that the standard of the leaders should remain consistent. Additionally, the study recommends that decision-making should take place with the participation of employees. Future research should involve bigger samples of the study.

African institutions are under pressure to innovate, adapt, and maintain global competitiveness in rapidly changing circumstances. Innovation management, leadership changes, capacity building, and governance frameworks are increasingly seen as key to institutional performance and sustainability. These methods are becoming more important, but research on their nature, execution, and efficacy is scarce. In this scoping study, we map and synthesise the literature on management strategic initiatives to improve African institutional performance between 2015 and 2025. The six steps are establishing the research question, locating suitable studies, selecting a study, charting the data, gathering, summarising, and reporting the results, and consulting stakeholders. A comprehensive search technique will be used throughout Scopus, Web of Science, PubMed/MEDLINE, ProQuest, AJOL, and grey literature sites including Google Scholar, World Bank, and African Development Bank repositories. Peer-reviewed and grey material published in English between 2015 and 2025 on managerial approaches to improve African institutional performance is eligible. Two reviewers will independently screen titles, abstracts, and entire texts, with differences handled by discussion or a third reviewer. A standardised charting form will guide data extraction, and narrative synthesis with tables and figures will present findings. Since this study reviews current literature, ethical approval is not needed. Institutional leaders, policymakers, academics, and practitioners will benefit from findings. Publishing in a peer-reviewed journal, academic conferences, stakeholder workshops, and policy briefings will optimise impact.

Leaders are vital for organizations and have a significant impact on the success or failure of a business. Although there have been studies investigating the question “what makes a good leader”, few studies have explicitly focused on the retail sector. The study's primary objective is to identify the qualities and characteristics a good leader should possess, in the context of the retail industry in RSA.  A total of 107 respondents were interviewed and the results showed that “charisma” and “inspiration” are the most important characteristics, while “a character for integrity and honesty” and “knowledgeable and experienced” are the most important qualities of a good leader.

Leadership effectiveness is critical for organisational success. An assessment of the factors which promote leadership effectiveness is therefore warranted. The study sought to investigate the attributes of effective leaders within the retail industry and reveal how they influence the perceptions of subordinates of the level of leadership in the sector. A self-administered questionnaire was hand-delivered to a sample of managers employed by retailing firms in the greater Tshwane area. The researchers analysed survey data from 104 respondents, using exploratory factor analysis to tease out the factors representing the attributes of effective leaders relative to the level of leadership. The findings suggest that subordinates believed the level of leadership among retail managers to be average. The results of the multiple-factor analysis revealed four categories of attributes, namely skilful, inspiring, compassionate and persistent. The correlation analysis between the level of leadership and attributes of leadership/management team revealed the level of leadership to be significantly and positively related to skilful, inspiring and persistent. Our discussion highlights the importance of understanding the qualities that make an effective leader. The study furthers the results of the inquiry into leadership and suggests avenues for future research on enhancing leadership effectiveness among retail managers.

The argument that the minimization of the dysfunctional consequences of organizational politics is no longer dependent on self-equilibrating mechanism remains valid. This inquiry is therefore framed with a view to establishing suitable strategies for managing political actors. There is a nexus between the diagnosis typology of political actors and the qualitative classes of political actors and their management strategies. In the management of mixed blessing, supportive, non-supportive and marginal political actors; collaborative, involvement, defensive and information strategies respectively were found suitable. This research is based on existing theoretical knowledge on organizational politics and stakeholders management. Data was collected from the literature by means of critical analysis and dialectic reflection on the emerging themes. The study will enhance capability in contexts where the scientific management of political actors is yet to be exemplified.