Effect of Strategic Leadership Practices on Competitive Advantage at G4s Kenya Limited, Nairobi
Abstract
A sustained competitive advantage is a prerequisite to survive in this tumultuous environment and firms without sustainable competitive advantage are at risk of vulnerability to the ever-evolving demands. This research aimed to assess the effect of strategic leadership practices on competitive advantage at G4S Kenya Limited. The specific objectives of the study were to examine the effect of strategic thinking, strategic control, strategic direction and strategic planning on competitive advantage. The theories used were resource-based view of the firm, contingency theory and the dynamic capability theory. The study used descriptive research design. The target population consisted of 120 employees from G4S Kenya Limited and the census method was used to select the sample size. Data was collected by use of a questionnaire and was analyzed used descriptive analysis. Analysis of inferential statistics was performed through linear regression. The study concluded that strategic thinking affected competitive advantage at G4S Kenya Limited whereby the results indicated that there was a positive Pearson correlation between strategic thinking and competitive advantage whereby: (r=0.894, p=0.000). The study concluded that strategy control influenced competitive advantage at G4S Kenya Limited where the correlation results indicated that there was a Pearson correlation between strategy control and competitive advantage where (r=0.901, p=0.000). The study concluded that strategic direction impacted competitive advantage at G4S Kenya Limited and the study results that there was a Pearson correlation between strategic direction and competitive advantage where (r=0.906, p=0.000). The study findings indicated that strategic planning influenced competitive advantage at G4S Kenya Limited with a Pearson correlation between strategic planning and control where (r=0.947, p=0.000). The study concluded that G4S Kenya Limited’s ability to nurture innovative thinking, embrace accountability, align its vision with operational priorities, and embed evidence-based decision-making positions it not only as a leader in Kenya’s private security industry but also as a potential global competitor.
Keywords: Strategic Leadership Practices, Competitive Advantage, G4s Kenya Limited, Nairobi
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