Influence of Strategic Dimensions of Entrepreneurship Leadership on Organizational Performance

Abstract

The study sought to determine the influence of the strategic dimension of entrepreneurship leadership on organizational performance. The study examined three elements in the strategic dimension namely, adaptive capability, resourceful innovativeness, and risk-taking behavior, and how they affect organizational performance.

This study adopted a descriptive correlational research design. The study's population comprised 289 managers from solar energy firms in Kenya. The stratified random sampling technique was applied in this research. The sample size used for the study included 165 respondents. Data was collected through questionnaires. Correlational and regression analyses were used to test the relationship and effect of strategic dimensions constructs and organizational performance.

The study established that the strategic dimension has a statistically significant positive relationship with organizational performance. According to results, adaptive capability statistically significantly influences organizational performance (β = 0.287, t (150) = 5.96, p<.05). Resourceful innovation does not statistically significantly influence organizational performance. Lastly, risk-taking does not statistically significantly influence organizational performance (β = 0.065, t (150) = 1.336, p>.05).

The study findings revealed that the strategic dimension of entrepreneurial leadership had a significant effect on organizational performance in the solar energy sector of Kenya. The study revealed that adaptive capability positively and statistically significant influenced organizational performance, resourceful innovation had a positive influence on organizational performance though not statistically significant, while risk-taking also had a positive influence on organizational performance though not statistically significant.