INTERNATIONAL JOURNAL OF RESEARCH AND DISCOVERY (IJRD)

VOLUME: 1, ISSUE: 1, JULY-SEPTEMBER, 2018

Effect of Strategic Leadership Practice on Implementation of

Quality Management Systems in State Corporations in Kenya
Irene Muthoni Githaiga1, Prof. Gregory Simiyu Namusonge1, Prof. Maurice M. Sakwa1

1
Ph.D Candidate Strategic Management/Jomo Kenyatta University of Agriculture and Technology,
+254 721513989 P.O BOX 81651, 80100 Mombasa, KENYA
igithaiga10@gmail.com

1
School of Entrepreneurship, Leadership, Procurement and Management, Jomo Kenyatta University of Agriculture and
Technology, Kenya,
+254 722 89 60 92, P.O.BOX 6200-00200, NAIROBI- KENYA

1
School of Entrepreneurship, Leadership, Procurement and Management, Jomo Kenyatta University of Agriculture and
Technology, Kenya,
+254 59 09 65, P.O.BOX 6200-00200, NAIROBI- KENYA

Corresponding author: Irene Muthoni Githaiga; Email: igithaiga10@gmail.com

Abstract Key words: Strategic leadership practices, Quality

The aim of every organization is to achieve and
maintain a sustainable competitive edge as the issue
of quality has become of great importance
especially with the ever-growing concerns and
demands from various players in the market. The
main objective of this research study was to
examine the effects of strategic leadership practices
on implementation of quality management systems
for State Corporations. The target population was
130 managers derived from 8 parastatals in the
State Corporations. The sampling technique was
purposive sampling and the sample size comprised
97 managers from the sampled eight parastatals
from state corporations. The data was analyzed
using Statistical Package for Social Science (SPSS)
software where Pearson correlation coefficient was
used to determine the strength of the relationship
between the variables. Multiple regression model
was used to determine the influence of independent
variable on the dependent variable implementation
of quality management systems. The study findings
indicated that there was moderate positive linear
relationship existing between strategic leadership
practices and the dependent variable
implementation of quality management systems for
state corporations.
management systems, Organizational effectiveness.
1. Introduction
Nkechi (2010) observed that global competition has
increased during the past few decades and therefore
since the quality of goods is determined by customers,
organizations must know that this is the only factor
that can create competition. Further this makes
factories to focus more on quality. Gaining
competition has become a matter of knowing
customers’ needs and wants and therefore customers
have become starting point rather than the end point in
any successful business. In order for organizations to
survive, there is need to create new management based
on total quality management (TQM).
Ghan, Kheni and Ackon (2015) in a study on TQM
implementation in, observed that lack of effective top
management leadership understanding, commitment
and support resulted to resistance to change by
management who laid emphasis on organization’s
short term objectives. This was attributed to low effort
on mindset, too much documentation requirement and
lack of training and education to drive the
improvement process. Arshida and Agil (2012) points
out top management commitment as an essential
element for ensuring successful TQM implementation.

IJRDV1IS1006 www.ijrd.in Page | 1

 INTERNATIONAL JOURNAL OF RESEARCH AND DISCOVERY (IJRD)
The top management must be on the fore front of the
quality management process starting from the initial
stages. According to Arshida and Agil (2012),
adoption of TQM for the first time is associated with
development of new organizational policy, new
procedures and new tools that must be learned and
spearheaded by top management. However, other
researchers stated that leadership not only applied as a
supporting factor for TQM implementation but also
very effective in improving overall performance of
such organization. Good top leadership facilitate
effective TQM implementation resulting to improved
overall organizational performance such as improved
employees participation, better communication and
better quality goods and services and improved
competitive advantage in the market (Wani & Mehraj,
2014).
Oruma et al. (2014) research focused on top
leadership commitment on TQM practice among
contractors in Nakuru County and confirmed that the
commitment of top leadership has a significant
influence on TQM practice in the construction
industry. Patrick (2011) of quality management
systems found out that as a result of good leadership
and top management commitment in Egypt and South
Africa, most food processing companies have
embraced effective quality management systems such
as IS0 9001:2008 and this has enabled them to achieve
a competitive advantage in the global market hence
leading to increased organization performance.
However Kosgei (2014) observed that lack of
commitment by top management, inadequate training
of staff and ineffective communication has been the
major bottlenecks in implementing effective and
efficient quality management systems in Kenya.
1.1 Statement of the Problem
The aim of every organization is to achieve and
maintain a sustainable competitive edge as the issue of
quality has become of great importance especially with
the ever growing concerns and demands from various
players in the market. This can only be possible if an
organization endeavours to invest in good management
practices. This would include in engagements strategic
operations.
Hadi and Adavi (2016) conducted a study in Iraq on
the barriers in implementing TQM in organization,
research findings revealed that most organizations
were experiencing lack of skillful workers in the
process of TQM implementation however Kheni and
Ackon (2015), identified lack of top management
understanding and commitment as a barriers to TQM
implementation while Arshida and Agil (2012)
identified government regulations, slow systems and
bureaucracy as the main barriers to TQM
IJRDV1IS1006 www.ijrd.in
VOLUME: 1, ISSUE: 1, JULY-SEPTEMBER, 2018
implementation and practices. Other studies included
barriers to include:, Jaafreh (2013) top leadership
commitment, (Kazemi, 2016; Karaman & Kale, 2012;
Mirawati, Othman & Risyawati, 2015) poor
organization – supplier relationship: (Muma, Nyaoga,
Matwere & Nyambega, 2014) poor communication
which ignores employees participation while Arshida
and Agil (2012) in Ghana’s industries found weak
organizational planning and lack of critical resources
for quality management in the organization.
Muturi, Maranga and Getecha (2013) pointed out
that the level of quality management practices
implementations among Kenyan’s small and medium
manufacturing industries have been far below
expectations though they have undoubtedly provided
some indications on the extent of achievements.
Kinuthia and Owuor (2013) in selected hospitals in
Nairobi Kenya revealed that total quality management
practices were hampered by lack employee’s
involvement and culture change which required top
management intervention. Despite great efforts and
huge resources invested in implementation of quality
management systems in the state corporations, they
have not fully realized the benefits of successful
implementation of QMS.
It was on the background of the above worrying trend,
contradicting reports that are exposing stiff
competition to organizations whereby state
corporations are not spared, that this study sought to
examine the effects of strategic management practices
on implementation of quality management systems for
state corporations to enhance their competitiveness.
1.2 Research Objectives
The general objective of this study was to establish
the effects of strategic leadership practices on
implementation of quality management systems for
state corporations
1.3 Scope of the study
The study analyzed the effect of strategic leadership
practices on implementation of quality management
systems for state corporations. This was because
despite great efforts and huge resources invested in
implementation of quality management systems in the
state corporations, they have not fully realized the
benefits of successful implementation of quality
management systems.
2. Theoretical
The Crosby’s theory was founded by Philip Crosby
who was a contemporary leader in total quality
management. Crosby emphasized that quality is neither
Page | 2
 INTERNATIONAL JOURNAL OF RESEARCH AND DISCOVERY (IJRD)
intangible nor immeasurable. It is a strategic
imperative that can be quantified and put back to work
to improve bottom line (Smith, 2014). He made
ideologies of TQM easier to a layman view by
breaking down issues to an understandable way that
organizations could adopt. He redefined quality to
mean conformity to standards set by the industry or
organization that must align with customer needs.
Sadikoglu and Olcay (2014), findings on TQM
practices study support Crosby’s sentiments on
customer needs. They found out that companies that
have implemented TQM practices first need to know
their customers’ requirements and expectation and then
focus on producing goods and services that serve their
customer’s needs in order to achieve a competitive
advantage over their competitors. In Quality strategy,
Crosby based on participatory management and
training/ professional attitude of employees with an
aim of targeting zero defects which is a important
strategic management practice that would help an
organization to effectively achieve its goals. Regarding
the Costs of quality, Crosby claimed that if improved
quality total costs would eventually fall, which led to
his most famous claim that quality, is free
(Paraschivescu, 2013).
3. Research Methodology
3.1 Research Design
A survey research design was employed. According
to Kothari (2004), survey is the most simple and
fruitful method of formulating precisely the research
problem or developing hypotheses. This research
design was adequate because it allowed collection of
information for independent and dependent variables
using questionnaires (Orodho, 2005). Survey design
enabled the researcher to use a mixture of qualitative
and quantitative research approaches. Qualitative
approach provided verbal descriptions rather than
numerical. The qualitative approach was used to gain
more in-depth information that could have been
difficult to gather quantitatively (Mugenda &
Mugenda, 2003). The use of the two approaches
reinforces each other (Kombo et al., 2006).
3.2 Target population
The target population for this study were managers
of state corporations in Mombasa County. All the
parastatals were selected because they have been
implementing quality management systems ISO
9001:2008/2015. These corporations under-took their
mandate in various areas such as service delivery,
regulations and research.
3.3 Sample and Sampling Technique
IJRDV1IS1006 www.ijrd.in
VOLUME: 1, ISSUE: 1, JULY-SEPTEMBER, 2018
This study used purposive sampling method. This is
because purposive sampling technique involves
selecting certain units or cases based on a specific
purpose rather than randomly (Teddlie & Fen Yu,
2007). The researcher therefore gathered information
from employees at the managerial level or
departmental heads because they were able to provide
the relevant information for this particular study.
Secondly, the adoption of the process for quality
management system is assumed to be strategic in
nature and hence a managerial responsibility.
3.4 Data Collection methods
Primary data was collected using questionnaire
which were administered to 97 managers from the 8
state corporations who were the respondents of the
study. To validate the primary data, secondary data
was collected from institutional quarterly and annual
reports and policy documents related to the study
through document analysis method.
4. Research findings and Discussions
4.1 Strategic Leadership Practices for state
corporations result analysis
Strategic Leadership Practices analysis was carried
out in this section, first sample adequacy for Strategic
Leadership Practices factors was tested followed by
factor analysis, descriptive analysis and inferential
statistics.
4.2 Sample Adequacy for Strategic Leadership
Practices Factors
KMO and Bartlett’s Test were conducted to test
sample adequacy Strategic Leadership Practices
measures before factor analysis was carried out. Hair
et. al., (2010) highlighted that Factor Analysis was
necessary in research to test for construct validity and
highlight variability among observed variables and to
also check for any correlated variables in order to
reduce redundancy in data. The findings in Table 1.
showed that the KMO for Strategic Leadership
Practices measures was 0.902 which was significantly
high; that is greater than the critical level of
significance of the test which was set at 0.5 (Field,
2000). In addition to the KMO test, the Bartlett’s Test
of Sphericity was also highly significant (Chi-square =
739.619 with 45 degrees of freedom, at (p < 0.05). The
results of the KMO and Bartlett’s Test was significant
at 0.000 provided an excellent justification for factor
analysis to be conducted.
Page | 3
 INTERNATIONAL JOURNAL OF RESEARCH AND DISCOVERY (IJRD)

VOLUME: 1, ISSUE: 1, JULY-SEPTEMBER, 2018

Table 1: KMO and Bartlett's Test for Strategic
Leadership Practices factors
Kaiser-Meyer-Olkin Measure of
.902
Sampling Adequacy.
Bartlett's Approx. Chi-Square 739.619
Test of Df 45
Sphericity Sig. .000
4.3 Factor Analysis for Strategic Leadership
Practices
The ten items measuring the independent variable
Strategic Leadership Practices were subjected to a
reliability test where a Cronbach’s Alpha value of
0.781 was obtained. Factor analysis was then carried
out on the ten items where the following results were
obtained as shown on Table 2. Hair et. al., (2010)
highlighted that Factor Analysis was necessary in
research to test for construct validity and highlight
variability among observed variables and to also check
for any correlated variables in order to reduce
redundancy in data. According to David et al. (2010),
the general rule of the thumb for acceptable factor
loading is 0.40 or above.
Table 2: Thresholds of the Independent Variable
Strategic Leadership Practices Factors
Statements Factor
Loadings
1 The top management is committed to .595
build trusting relationship to move
employees to a desired direction
2 The managers ensures that .790
employees are aware of the systems
within your organization to enhance
guidance in the implementation of
QMS
3 Managers ensure effective and .630
efficient utilization of resources to
support quality management process
4 Your organization supports the .783
practice of empowering employees to
enhance smooth implementation of
quality management systems.
5 Managers frequently participate in .784
QMS activities especially review
meetings
6 Managers in your organization .903
exercise visionary leadership roles in
QMS process.
7 The top management ensures quality .886
objectives are established
8 Your organization is committed to .838
ensure systems are in place for
effective QMS implementation
9 Managers ensures good .927
communication processes to facilitate
effective quality management
10 Organization management is .886
committed to QMS development for
effectiveness
All the ten factors registered thresholds of above 0.40
and were thus considered for further statistical
analysis.
4.4 Descriptive Statistics Results for Strategic
Leadership Practices
The main objective was to evaluate the effects of
Strategic Leadership Practices on implementation of
quality management systems on State Corporations in
Mombasa County. Results in Table 3 below indicates
that top management is committed to build trusting
relationship to move employees to a desired direction
as supported by 92.9% while 88.2% respondents
agreed that managers ensures that employees are aware
of the systems within your organization to enhance
guidance in the implementation of QMS Further 90.5%
of the respondents agreed that managers ensure
effective and efficient utilization of resources to
support quality management process while 92.7%
agreed that their organizations supports the practice of
empowering employees to enhance smooth
implementation of quality management systems.
Managers frequently participate in QMS activities
where review meetings were supported by 90.5% of
the respondents while 85.9% of the respondents agreed
that managers in their organization exercise visionary
leadership roles in QMS process. The top management
ensures quality objectives are established was
evidenced by 95.3% of the respondents while 90.6% of
the respondents pointed out that their organization are
committed to ensure systems are in place for effective
QMS implementation. Managers ensures good
communication processes to facilitate effective quality
management was supported by 85.8% response rate
while 90.6% supported that organization management
is committed to QMS development for effectiveness.
The findings are supported by Manoj (2014) study
which concluded that leadership is the driving force
behind any successful organization and that to achieve
quality control depends on the ability and attitude of
the top management. There is need therefore for
managers to understand the importance of effective
leadership roles. Leader considers people as critical
factor for success and should take leading role as a
challenge for the organizational benefits. Mishra and
Pandey (2013) argue that without better leadership
people cannot imagine a great institution. Other
researchers maintain that leadership responsibility for
the quality management systems is key and should

IJRDV1IS1006 www.ijrd.in Page | 4

 INTERNATIONAL JOURNAL OF RESEARCH AND DISCOVERY (IJRD)

VOLUME: 1, ISSUE: 1, JULY-SEPTEMBER, 2018

involve all employees ensuring the availability of to enhance

resources to ensure improved service delivery is smooth
achieved for the realization of organization’s vision implementat
and mission (Soltani, 2005; Ali & Abedalfatta 2012; ion of
Mishra & Pandey, 2013). quality
managemen
t systems.
5 Managers 2.4 4.7 43.5 30.6 18.8
Table 3: Effects of Strategic Leadership Practices frequently
participate
in QMS
Statements 1 2 3 4 5 activities
No Littl Som Grea Ver especially
exte e e t y review
nt exte exte exte grea meetings
nt nt nt t 6 Managers in 14.1 25.9 45.9 14.1
exte your
nt organization
exercise
1 The top 7.1 48.2 28.2 16.5 visionary
managemen leadership
t is roles in
committed QMS
to build process.
trusting 7 The top 4.7 27.1 47.1 21.2
relationship managemen
to move t ensures
employees quality
to a desired objectives
direction are
2 The 11.8 21.2 57.6 9.4 established
managers 8 Your 9.4 31.8 42.4 16.5
ensures that organization
employees is
are aware of committed
the systems to ensure
within your systems are
organization in place for
to enhance effective
guidance in QMS
the implementat
implementat ion
ion of QMS 9 Managers 2.4 11.8 38.8 32.9 14.1
3 Managers 2.4 7.1 38.8 35.3 16.5 ensures
ensure good
effective communicat
and efficient ion
utilization processes to
of resources facilitate
to support effective
quality quality
managemen managemen
t process t
4 Your 11.8 40.0 36.5 11.8 1 Organizatio 9.4 35.3 43.5 11.8
organization 0 n
supports the managemen
practice of t is
empowering committed
employees to QMS

IJRDV1IS1006 www.ijrd.in Page | 5

 INTERNATIONAL JOURNAL OF RESEARCH AND DISCOVERY (IJRD)

VOLUME: 1, ISSUE: 1, JULY-SEPTEMBER, 2018

developmen planning and strategic human resource management

t for practices. This is shown in Table 5. below.
effectivenes
s Table 5: Model Summary for Strategic Leadership
Practices versus implementation of quality
management systems in state corporations

4.5 Correlation Analysis for Strategic Leadership R R Square

Practices versus implementation of quality Adjusted R Square
management systems in state corporations .614a .377
.370
The Pearson Correlation coefficient of Strategic a. Predictors: (Constant), Strategic Leadership
Leadership Practices versus implementation of quality Practices
management systems for state corporations in Kenya
was computed and established as 0.614 (p-
value=0.000). From Table 4. below, it can be
concluded that there is a moderate positive linear
To test the significance of regression relationship
relationship between the two variables since the
between strategic leadership practices and
correlation coefficient is between 0.4 and 0.6
implementation of quality systems, the regression
according to Dancey and Reidy's (2004)
coefficients (β), the intercept (α), and the significance
categorization.
of all coefficients in the model were subjected to the t-
test to test the null hypothesis that the coefficient is
Table 4: Pearson Correlation of Strategic Leadership zero. The null hypothesis state that, β (beta) = 0,
Practices versus implementation of quality meaning there is no relationship between Strategic
management systems in state corporations Leadership Practices and implementation of quality
systems as the slope β (beta) = 0 (no relationship
Correlations between the two variables). The results on the beta
Variables Strategic Implementati coefficient of the resulting model in Table 6 below
Leadershi on of Quality shows that the constant α = 1.616 is significantly
p Practice Management different from 0, since the p- value = 0.000 is less than
Systems 0.05. The coefficient β = 0.538 is also significantly
Pearson different from 0 with a p-value=0.000 which is less
Correlatio 1 .614** than 0.05.
Strategic
n
Leadership
Practice
Sig. (2- This implies that the null hypothesis β1=0 is rejected
tailed) .000 and the alternative hypothesis β1≠0is taken to hold
N 85 85 implying that the model Y=1.616+0.538 (Strategic
Pearson Leadership Practices) + e, is significantly fit. The
Implementati Correlatio .614** 1 model of implementation of quality management
on of Quality n systems = α + β (Strategic Leadership Practices) holds
Management Sig. (2- as suggested by the test above. This confirms that there
.000
Systems tailed) is a positive linear relationship between Strategic
N 85 85 Leadership Practices and implementation of quality
**. Correlation is significant at the 0.01 level (2- systems
tailed).
Table 6: Strategic Leadership Practices versus
4.6 Regression Analysis for Strategic Leadership implementation of quality management systems
Practices versus implementation of quality
management systems in state corporations Coefficientsa
Model Unstandardiz Standardize T Sig
The regression analysis shows a relationship ed d .
R=0.614 and R2=0.377. This meant that 37.7% of Coefficients Coefficient
variation in the implementation of quality management s
systems can be explained by a unit change in strategic B Std. Beta
leadership practices. The remaining percentage of Error
62.3% is explained by other variables namely, strategic (Constant 5.80 .00
organizational cultural practices, strategic quality 1 1.616 .278
) 7 0

IJRDV1IS1006 www.ijrd.in Page | 6

 INTERNATIONAL JOURNAL OF RESEARCH AND DISCOVERY (IJRD)
Strategic
7.09 .00
Leadershi .538 .076 .614
1 0
p Practice
a. Dependent Variable: Implementation of Quality
Management Systems
Further, F-test was carried out to test the null
hypothesis that there is no relationship between
Strategic Leadership Practices versus implementation
of quality management systems. The ANOVA test in
Table 7: below indicate that the significance of the F-
statistics 0.000 is less than 0.05 meaning that null
hypothesis is rejected and conclude that there is a
relationship between strategic leadership practices
versus implementation of quality management
systems.
Table 7: Strategic Leadership Practices versus
implementation of quality management systems
ANOVAa
Model Sum of Df Mean F Sig.
Squares Square
Regression 11.969 1 11.969 50.280 .000b
1 Residual 19.758 83 .238
Total 31.728 84
a. Dependent Variable: Implementation of Quality
Management Systems
b. Predictors: (Constant), Strategic Leadership
Practice
4.7 Discussion of Key findings
The assessment of strategic leadership practice was
done using ten items on a five point likert scale. The
majority of the respondents above 85% agreed on the
items and the study concluded that strategic leadership
practices significantly affect implementation of quality
management systems. The ten items for strategic
leadership were subjected to a reliability test and a
Cronbach Alpha value of 0.938 was obtained. Factor
analysis test was further done on all the ten items
which registered a factor loading of above 0.40
therefore considered for analysis as they met the
threshold. Factor loading for item six was the highest
at 0.927 followed by factor for item seven and 10
which had 0.886 respectively concluding that all
factors were acceptable and considered for further
analysis. Pearson correlation coefficient was used to
compute the correlation for strategic leadership and
results established as 0.614 (p-value=0.000). This is an
indication of a moderate positive linear relationship
between the two variables since the correlation
coefficient fell between 0.4 and 0.6. The regression
analysis shows a relationship R2=0.377 meaning that
37.7% of variation in the implementation of quality
management systems can be explained by a unit
change in strategic leadership practices. Further, a test
IJRDV1IS1006 www.ijrd.in
VOLUME: 1, ISSUE: 1, JULY-SEPTEMBER, 2018
was done to test the null hypothesis that there is no
relationship between strategic leadership and
implementation of quality management systems. This
was supported by F-statistics 0.000 is less than 0.05
meaning the null hypothesis was rejected and the
alternative hypothesis taken to conclude that there is a
relationship between strategic leadership practices and
implementation of quality management systems. The
findings are supported by various authors who
observed that leadership is the driving force behind
any successful organization and that to achieve quality
control depends on the ability and attitude of the top
management (Manoj, 2014); Other researchers
maintain that leadership responsibility for the quality
management systems is key and should involve all
employees. Managers must ensure the availability of
resources to achieve improved service delivery and
realization of organization’s vision and mission
(Soltani, 2005; Ali & Abedalfatta 2012; Mishra &
Pandey, 2013).
4.8 Summary of the Findings
Strategic leadership practice was the independent
variable in this study. The objective was to evaluate
the effects of strategic leadership practices on
implementation of quality management systems in
parastatals in Mombasa County, Kenya. Descriptive
statistics results indicated that top management is
committed to build trusting relationship to move
employees to a desired direction in the parastatals.
Managers ensure that employees are aware of the
systems within the organization to enhance guidance in
the implementation of QMS. Further majority of the
respondents in this study agreed that managers ensure
effective and efficient utilization of resources to
support quality management process. The study also
revealed that most parastatals in Mombasa County
support the practice of empowering employees to
enhance smooth implementation of quality
management systems. Managers also ensure good
communication processes to facilitate effective
management.
In the inferential statistics the Pearson Correlation
coefficient of strategic leadership practices versus
implementation of quality management systems for
state corporations was computed and found to have a
moderate positive linear relationship between the two
variables (see table 4.3). The regression analysis had a
significant variation in the implementation of quality
management systems which could be explained by a
unit change in strategic leadership practices (table 4.4).
The null hypothesis was therefore rejected and
alternative hypothesis was accepted that there is a
relationship between strategic leadership practices
versus implementation of quality management
systems.
Page | 7
 INTERNATIONAL JOURNAL OF RESEARCH AND DISCOVERY (IJRD)
5. Conclusions
The study conclusions were logically deducted from
the findings of the study. In the findings, it was noted
that top management who are committed to building
trusting relationship and ensure that employees are
aware of the systems within the organization move
employees towards a desired direction and enhances
the implementation of QMS. Further, it was also noted
that managers who support the practice of empowering
employees in smooth implementation of quality
management systems promote effective and efficient
utilization of organizational resources in supporting
quality management processes. Finally, it was also
noted that managers who frequently participate in
QMS activities, promoting good communication
processes and exercising visionary leadership roles
enhances the achievement of the established
organization goals and objectives. Therefore it was
concluded that there is significant relationship between
sstrategic lleadership ppractice and implementation of
quality management system in state corporations
Kenya.
6. Recommendations
6.1 Policy implications
Based on the conclusion made that strategic
leadership practices have effect on implementation of
quality management systems for State Corporations in
Kenya, there is need for state corporations to invest in
the best strategic leadership practices. There is need to
come up with policies to support good strategic
leadership practices so as to acquire and sustain a
competitive advantage. The policies should be
formulated in such a way that personnel at all levels in
the organization embrace good strategic leadership
practices in order to achieve competitive advantage,
efficiency and improve performance of state
corporations and other organizations. Organizations
should periodically review strategic leadership
practices policies to deal with dynamic environment.
The study recommends that current policies to be
reviewed to take care of these emerging issues. Since
the study established that strategic leadership practices
impacts positively on state corporations, management
need to come up with focussed trainings and
development policies to ensure that the employees are
equipped with the appropriate skills and knowledge.
6.2 Managerial implications
Although the study established that strategic
leadership practices have effect on implementation of
quality management systems, not all state corporations
have embraced good strategic leadership practices.
Management must ensure that they embrace and adopt
IJRDV1IS1006 www.ijrd.in
VOLUME: 1, ISSUE: 1, JULY-SEPTEMBER, 2018
good strategic leadership practices in their
organizations. Managers should be trained frequently
in quality strategic leadership practices to enable them
communicate visions and goals to employees.
Managers should recognize, motivate and equitably
rewards employees. Managers should encourage
teamwork synergies for effective management of
resources and ensure that empowerment of employees
should be part of total quality management philosophy.
Managers should emphasize on building trusting
relationship and ensure that employees are aware of
the systems within the organization. Managers should
also exercise visionary leadership roles and
demonstrate professionalism in the implementation of
quality management systems. Finally they should
ensure good communication processes that develop
and creates a spirit of trust and innovation in the
organization which promotes strategic thinking among
the employees and maintains a better organizational
culture.
References
[1] Ahmad, Z.A., & Yekta, Z.A., (2010). Relationship
between perceived organizational support,
leadership behavior, and job satisfaction: An
empirical study of Intangible Capital in Iran.
[2] Ahmadi, S, A., Salamzadeh, Y., Daraei, M., &
Akbari, J. (2012). Relationship between
Organizational Culture and Strategy
Implementation: Typologies and Dimensions.
Global Business and Management Research: An
International Journal, 4(3-4), 286-299.
[3] Field, A. (2000). Discovering Statistics using SPSS
for Windows. London, Thousand Oaks,New Delhi:
Sage publications.
[4] Gharakhani, D., Rahmati, H., Farrokhi, M.R. &
Farahmandian, A. (2013). Total Quality
Management and Organizational Performance.
American Journal of Industrial Engineering, 1(3),
46-50.
[5] Gul, A., Jafery, S., Rafiq, J., & Naeem, H. (2012).
Improving Employees Performance through Total
Quality Management. International Journal of
Economics and Management Sciences, 1(8), 19-24.
[6] Hadi, F.A & Adavi, P. (2016). The Barriers in
Implementing TQM on Construction Projects in
Iraq. Global Journal of Engineering Science and
Research Management. 3(4), 2349-4506.
[7] Hair, F., Joseph & Black, William & Babin, Barry
& Anderson, Rolph. (2010). Multivariate Data
Analysis: A Global Perspective.
[8] Jaafreh, A. B., & Al-abedallat, A. Z. (2013). The
Effect of Quality Management Practices on
Organizational Performance in Jordan: An
Empirical Study. International Journal of Financial
Research, 4(1).
Page | 8
 INTERNATIONAL JOURNAL OF RESEARCH AND DISCOVERY (IJRD)
[9] Kheni, N.A., & Ackon, F. (2015). Impact of Total
Quality Management Practices (TQMPs) on
Construction Project Quality Performance in
Developing Countries: Study of Construction
Businesses in Ghana. International Journal of
Management Science, 2(3), 35–51.
[10] Kombo, D, K., & Tromp L, A. (2006). Proposal
on Thesis writing. An introduction. Nairobi:
Paullines Publications.
[11] Kosgei, J.M. (2014). Challenges Facing the
Implementation of Total Quality Management in
Secondary Schools: A Case of Eldoret East
District, Kenya, Global Journal of Human
Resource Management, 3(1), 12-18.
[12] Kothari, C R. (2004). Research Methodology:
Methods and Techniques. New Delhi: New Age
International Publishers.
[13] Manoj, K, M. (2014). Importance of Leadership in
Total Quality Management. 61-77. Retrieved
from:
https://www.researchgate.net/publication/2955319
27.
[14] Mishra, P. & Pandey, A. (2013). The Role of
Leadership in Implementing Total Quality
Management (TQM) in Higher Education:
European Academic Research Vol. 1 Retrieved
from: www.euacademic.org IMPACT FACTOR:
0.485 (GIF) DRJI VALUE: 5.9.
IJRDV1IS1006 www.ijrd.in
VOLUME: 1, ISSUE: 1, JULY-SEPTEMBER, 2018
[15] Mugenda, O. M., & Mugenda A.G. (2003).
Research Methods, Quantitative and Qualitative
Approaches, Nairobi: Acts Press.
[16] Muturi, P., Maranga, S. & Getecha, C. (2013).
Quality Management Practices in the Kenyan
Small and Medium Manufacturing Industries.
International Journal of Scientific & Technology
Research, 2(11).
[17] Nkechi, E, I. (2010). Quality Improvement in a
Global Competitive Market place-Success Story
from Nigeria. International Journal of Business
and Management, 5(1), 211-218.
[18] rodho, J. A. (2005). Techniques of Writing
Research Proposals and Reports in Education and
Social Sciences. Nairobi: Kenezja Enterprises.
[19] Oruma, B. W., Mironga, J, M., & Muma, B. O,
(2014). Top Management Commitment Towards
Implementation of Total Quality Management
(TQM) in Construction Companies in Nakuru
County-Kenya. International Journal of
Economics, Finance and Management Sciences,
2(6), 332-338. doi: 10.11648/j.ijefm.20140206.15.
[20] Paraschivescu, A.O. (2013). Japanese Quality
Science and Culture, Economy Trans-
disciplinarity Cognition, Vol. 16(1), 2013.
Retrieved from
http://www.ugb.ro/etc/etc2014no1/06_Paraschives
cu__Caprioara.pdf.
[21] Smith J, L (2014). Philip Crosby’s Legacy.
Quality. 53(8), 18.
Page | 9