The influence of leadership styles in enhancing strategic management practice in urban councils in Zimbabwe

Edward Chinongwa

doi:10.65453/ajbmr.153.1512

Authors

Edward Chinongwa Quality Assurance Officer, Quality Assurance and Professional Development Directorate, Midlands State University, Gweru, Zimbabwe. https://orcid.org/0009-0006-9758-3821

DOI:

https://doi.org/10.65453/ajbmr.153.1512

Keywords:

Contingency; leadership; transactional; transformational; service delivery; strategic management; urban council

Abstract

Strategic management is considered as one of the effective management tools in strengthening organisation performance through effective decision-making and systematic strategic formulation and implementation. However, public sector organisations seem to be struggling in implementing the concept since its inception. In Zimbabwe, the poor performance of urban councils in terms of meeting the expected service delivery precisely supports this perception. Against this background, the study therefore, explored the influential role of leadership styles in enhancing strategic management practice focusing on urban councils in Zimbabwe. The study adopted a quantitative research approach. The population involved all the managers and practitioners in the 32 urban councils in Zimbabwe. A sample of 344 employees was drawn using Krejice sampling determination method. A questionnaire was used to collect data which was analysed using SPSS software. The results of the study revealed that transformational, transactional and laissez-faire leadership styles are relevant for the practice of strategic management in local authorities. As such, for successful strategic management practices in local authorities, managers are encouraged to embrace the three leadership styles. However, further research is recommended to explore the role of each style of leadership at different stages of the strategic management process using a different organisation and a different methodology.

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