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Effect of Strategic Leadership and Communication on Strategy Implementation in the Administration Police Service in Kenya

机译：战略领导和沟通对肯尼亚行政警察部门战略实施的影响

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In order for organizations to achieve their goals and objectives, it is necessary for them to adjust to their environment through strategy. It is therefore imperative for the Police service in Kenya to understand their resources and the forces that shape organizational competition. However it has been known that significant number of strategic initiatives fail during their implementation since it has been recognized as the biggest challenge for organizations.Kenya’s Vision 2030 lays emphasis on security as crucial pillars for economic growth implying the police play a crucial role in creating the conditions in which development can take place. The Administration Police Service in trying to better its service delivery has so far drawn up three strategic plan with 2013-2017 being the current plan under implementation. However, there has been little change in the structure, accountability and attitude of the police service to match these plans. Despite experiencing numerous attacks, 5% of people in Lamu County view the police as a threat to local security and 25% of residents rated the police performance as quite bad while previous reports indicate that the police were slow in responding to attacks in the county. This study therefore sought to find out the determinants of an effective strategy implementation in Administration police service in Kenya. Specifically the study sought to determine the influence of management style, communication, organizational culture and stakeholder involvement on effective implementation of strategies. The findings of this study will seek to fill the existing information gap on the issues impeding the implementation of the strategies at Administration Police Service as an instrument of modernizing the Administration Police which has been shown to be making slow progress on intended reforms in the service. The study adopted a cross sectional descriptive design involving survey of senior officers and 212 junior police officers. The senior police officers including County/Sub-county Commanders and head of Divisions were purposively sampled to respond to key informant interviews while junior officers stratified into divisions were randomly selected to respond to self-administered questionnaires. Quantitative data from the questionnaires was analyzed using SPSS version 20 which involved description using frequencies and percentages while factor analysis was used to draw up factors accounting for the highest variation in the variable of concern. The factors developed were then subjected to regression analysis. The results of the quantitative data were presented in form of graphs, charts and tables.
机译：为了使组织实现其目标，必须通过战略适应环境。因此，肯尼亚警察部门必须了解他们的资源和影响组织竞争的力量。然而，众所周知，战略举措在实施过程中失败了，因为它已被公认为是组织面临的最大挑战。肯尼亚《 2030年远景规划》强调安全是经济增长的重要支柱，这意味着警察在创造安全方面起着关键作用。发展的条件。迄今为止，行政警察局一直在努力改善三项战略计划，其中2013-2017年为当前正在实施的战略计划。但是，与这些计划相匹配的警察部门的结构，责任制和态度几乎没有变化。尽管经历了多次袭击，拉穆县仍有5％的人将警察视为对当地安全的威胁，而25％的居民认为警察的表现很差，而以前的报告表明，警察对县内袭击的反应很慢。因此，本研究试图找出在肯尼亚行政警察部门有效实施战略的决定因素。具体而言，该研究试图确定管理风格，沟通，组织文化和利益相关者参与对有效实施战略的影响。这项研究的结果将寻求填补有关妨碍在行政警察局实施战略的问题的现有信息空白，这是使行政警察现代化的手段，事实表明，该部门在预期的服务改革方面进展缓慢。该研究采用了横断面描述性设计，其中涉及对高级官员和212名初级警察的调查。目的是对县/分县指挥官和各部门负责人等高级警官进行抽样调查，以回答重要的线人访谈，同时随机选择分层划分为各部门的下级警官对自填问卷进行回答。使用SPSS 20版对来自问卷的定量数据进行了分析，该版本涉及使用频率和百分比进行描述，而因子分析则用于绘制说明关注变量最大变化的因子。然后将发展出来的因素进行回归分析。定量数据的结果以图形，图表和表格的形式呈现。

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