Strategic leadership and strategy implementation in Commercial Banks in South Sudan: the role of organizational structure

Abstract

The main objective of the study was to establish the role of organizational structure on the relationship between strategic leadership and strategy implementation in commercial banks in South Sudan. The subsequent hypothesis was that there is no significant moderating effect of organizational structure on the relationship between strategic leadership and strategy implementation. The research was anchored on the Upper Echelon theory, institutional theory and Dynamic Capabilities Theory. The study applied positivism philosophy and cross-sectional research design. The population of the study was all the thirty (30) commercial banks in South Sudan and therefore census survey was utilized. Primary data was collected using semi-structured questionnaires. Data was analyzed using hierarchical regression analysis for the moderating effect. The findings of the study showed that organizational structure significantly moderate the relationship between strategic leadership and strategy implementation. The study is expected to enrich local knowledge on strategic leadership, organizational structure and strategy implementation concepts. The research provides an opportunity for researchers to investigate the effectiveness of the strategic leadership models adopted by commercial banks in South Sudan. Thus, policymakers and stakeholders operating in the banking industry should take advantage of the findings of this research and benefit from the implementation of the right kind of strategies like strategic leadership together with putting in place the right organizational structure to maximize on their implementation.