LEVERAGING STRATEGIC LEADERSHIP FOR ENHANCED PERFORMANCE: EMPIRICAL EVIDENCE FROM TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING INSTITUTIONS IN NAIROBI CITY COUNTY, KENYA
LEVERAGING STRATEGIC LEADERSHIP FOR ENHANCED PERFORMANCE: EMPIRICAL EVIDENCE FROM TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING INSTITUTIONS IN NAIROBI CITY COUNTY, KENYA
Marona Shadrack - MBA. Candidate, School of Business, Economics and Tourism, Kenyatta University, Kenya
Godfrey Kinyua (PhD) - Senior Lecturer, School of Business, Economics and Tourism, Kenyatta University, Kenya
ABSTRACT
Technical and Vocational Education and Training (TVET) institutions constitute a crucial pillar in Kenya’s economic advancement by cultivating industry-oriented skills and competencies that promote innovation and employment creation. However, many institutions still experience persistent challenges such as limited apprenticeship opportunities, inadequate practical training infrastructure, and weak collaboration with industry partners. In addition, outdated curricula, skill mismatches, and congestion in workshops and classrooms continue to undermine the effectiveness of training delivery. The present study sought to determine how strategic leadership influences institutional performance among TVET institutions in Nairobi City County, Kenya, with particular focus on the role of strategic direction. The investigation was guided by the Upper Echelon Theory, Resource-Based View, and Dynamic Capabilities Framework. An explanatory research design was employed, targeting 2,082 staff members drawn from senior, middle, and junior management across 25 TVET institutions within the county. A stratified proportional sampling approach yielded a representative sample of 336 respondents. Primary data were collected through a structured questionnaire whose validity and reliability were verified through expert review and pilot testing. Quantitative data were analyzed using descriptive and inferential statistical methods, and results were presented in tabular and graphical formats to enhance clarity. The findings revealed that strategic direction had a statistically significant effect on institutional performance. The study recommends that management should formulate policies that strengthen leadership competencies, promote continuous environmental analysis, and foster responsiveness to policy shifts, technological trends, and labor market dynamics to enhance both academic and administrative performance outcomes.
