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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<0.05), with leadership strategy explaining 68.5% of the variance in the organisational resilience of listed banks in Kenya (R2=0.685). The study concluded that leadership strategy significantly predicted bank resilience. The study has affirmed leadership strategy as a novel theoretical concept for explaining organisational resilience to systemic disruptive shocks. Multiple future research directions are proposed. This study advanced leadership strategy as a distinct paradigm in leadership thinking by examining its predictive power on organisational resilience by using systemic disruptive shocks as testing grounds within the context of Kenya’s banking sector.

The study responded to calls to extend the current understanding of servant leadership into new contexts. The selected context for investigation was the nonprofit sector in Kenya. Three objectives guided the study that sought to establish the servant leadership dimensions adopted, the impact achieved in the target communities and the effect of the dimensions on the level of impact achieved. 365 senior managers were sampled from 73 nonprofit organizations and data was collected on both dimensions of servant leadership and perceived impact in the communities served by the organizations. The study reports that ten attributes of servant leadership are relevant to the sector and are practiced to a moderate extent and this extent of adoption has accomplished a moderate level of impact in the communities served. Four tenets of servant leadership, holistic approach to work, service to others, sense of community and uprightness have a significant effect on the level of impact achieved in the communities. While a holistic approach and service to others have a negative effect, a sense of community and uprightness have a positive effect. The findings raise implications for the servant leadership theory and point to the need to complement its dimensions with the postulates of the situational leadership theory for a more appropriate application in work situations. The findings contribute toward addressing conceptual, theoretical, and empirical gaps found in the extant literature on servant leadership.

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.