Effect of Strategic Leadership on Performance of Private Hospitals in Mombasa County, Kenya

Abstract

The study sought to determine the effect of strategic leadership on performance of private hospitals, in Mombasa County. The study was anchored on the Upper Echelons Theory, transformational leadership theory and the organization learning theory. The study utilized a descriptive, cross-sectional survey methodology, employing a census of 36 private hospitals in Mombasa County, Kenya, focusing on hospital administrators and chief medical officers/nursing officers. Data collection involved a Likert-scale questionnaire covering strategic leadership, organization structure and culture, and organization performance. Statistical analyses, including multiple regression and correlation, examined relationships between study variables, and significance tests were applied at a 5% level. Variables were operationalized using indicators from relevant literature, and significance tests assessed both overall model and individual variable significance. The study targeted 72 respondents, achieving a commendable 77.7% response rate from hospital administrators and chief medical officers/nursing officers in Mombasa County. The diverse distribution of respondents' work experience, ranging from less than one year to over 19 years, and variations in hospital service care and bed capacity contributed to a comprehensive understanding of contextual factors. Descriptive statistics for strategic leadership revealed consensus on dimensions such as handling market changes and integrating digital strategy, despite slight variability in responses, suggesting nuanced perceptions. Positive mean scores in organization structure & culture, including hospital efficiency and a culture of collaboration, were observed, with higher standard deviations indicating diverse perspectives. Descriptive statistics for organization performance illustrated strong agreement on positive trends in patient care efficiency, satisfaction, and staff attitude changes, but higher standard deviations signified varying opinions. Correlation and regression analyses confirmed significant relationships between strategic leadership, organization structure and culture, and organization performance, emphasizing their interconnectedness in private hospitals in Mombasa County. ANOVA results reinforced the predictors' significance in explaining variance in organization performance, providing valuable insights for healthcare management. The study concluded that strategic leadership significantly influenced the performance of private hospitals in Mombasa County, emphasizing the importance of key dimensions such as market adaptability, digital integration, and adept navigation of complexities in healthcare. The research highlighted the crucial role of a well-defined organizational structure and culture, focusing on efficiency, strong medical teams, collaboration, and ethical practices. Positive trends in organizational performance affirmed the holistic impact of strategic leadership across quality of care, patient satisfaction, staff attitude changes, and cost of care dimensions. The study recommended government support for strategic leadership development, academic collaboration for tailored research and training, and continuous training for private hospital administrators. Suggestions for further research included developing localized leadership models, conducting longitudinal studies on the sustained impact of strategic leadership, and undertaking comparative analyses with healthcare sectors in other regions or countries to enrich understanding and foster cross-cultural insights.