Summary
Strategic Leadership in Private Hospitals.
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Author
Mildred Akoth
Mary Mbithi
Gladys Kituku
Abstract
Globally, private hospitals are expected to execute strategies effectively to enhance performance, but in sub-Saharan Africa, and specifically Nairobi, Kenya, many face challenges such as weak leadership, poor structures, and resource constraints, leading to inefficiencies. The purpose of the study was to examine the influence of strategic leadership on the performance of private hospitals in Nairobi, Kenya. The study was anchored on stewardship theory, McKinsey Framework, communication theory, dynamic capabilities theory, and the balanced scorecard framework. The research employed a descriptive design, targeting a population of 864 top-level staff across 48 private hospitals in Nairobi County. Stratified sampling was used, and the sample size of 273 was determined using Yamane’s formula. The sample included 86 CEOs, 97 departmental heads, and 90 strategic managers. Primary data was collected using structured questionnaires and supplemented by secondary data collection sheets. Quantitative data analysis was performed using descriptive statistics, correlation analysis, and multiple regression models. This study found a strong and statistically significant positive correlation between strategic leadership and performance of private hospitals (r = 0.684, p < 0.05), affirming that leadership plays a critical role in driving hospital success in Nairobi’s dynamic healthcare environment. Regression analysis showed that strategic leadership significantly influences hospital performance (β = 0.218, p < 0.05), alongside other predictors. The findings imply that strategic leadership—especially in vision setting, coordination, risk management, and ethics—is central to private hospital success. The study recommends that hospital management enhance top-down communication to align strategic goals across departments and institutionalize a shared vision to improve organizational commitment. Additionally, more resources should be channeled to IT infrastructure and human capital development to boost service quality and overall hospital performance.