Leadership Styles and Service Delivery at Kenyatta National Hospital, Kenya
DOI:
https://doi.org/10.53819/81018102t5440Abstract
Employee service delivery is a critical determinant of healthcare quality, as it reflects the efficiency, responsiveness, and professionalism of staff in meeting patient needs. Despite its importance, service delivery in Kenya’s healthcare institutions, particularly at Kenyatta National Hospital, the country’s largest referral facility, has been constrained by leadership-related challenges. Few studies examined hospital service impact in Kenya; this study fills gap. Grounded in SERVQUAL, Likert Leadership, and LMX theories, it used descriptive design on 1,592 staff (747 doctors, 845 nurses). Stratified random sampling picked 160 respondents, with a pilot on 16 excluded. Structured questionnaires given in departments; pilot group excluded to preserve validity. Data analyzed with descriptive, inferential, and regression methods using SPSS. Results appeared in tables, charts, and narratives to show links between leadership and service delivery. Ethics covered consent, confidentiality, and voluntary participation. The study aimed to provide practical insights for hospital leaders and policymakers to strengthen healthcare outcomes in Kenya and also the administrators, the Ministry of Health and Kenyatta National Hospital. Visionary, reward‑based, delegative, and authoritarian leadership styles significantly boosted employee service delivery at Kenyatta National Hospital. The study concludes that The visionary leadership translates into better-trained, more motivated health workers who deliver high-standard patient care at the hospital. The study concludes that a reward-contingent leadership style motivates employees to perform better, since they feel accepted and respected at the workplace. The delegative leadership style empowers employees through offering them autonomy to make informed decisions, thus improving their motivation and job satisfaction. The authoritarian style of management contributes to improved employee productivity and efficiency because employees have a higher likelihood of following strict instructions and protocols. The study recommends that the hospital can foster clear communication of a compelling vision that is in line with the hospital goals and promote staff commitment and involvement in decision-making. The hospital can implement a structured performance-based reward scheme that identifies and incentivizes the best performing employee service provision. The hospital management should center on empowering staff using clear communication, job delegation with clear prospects and quantifiable results. The hospital can improve its authoritarian leadership style through embracing improved participatory and empowerment strategic approach. Study recommends further research on other leadership styles at KNH to address 28.9% gap from regression. It also suggests similar work in lower‑level or private hospitals.
Keywords: Leadership Styles, Service Delivery, Kenyatta National Hospital, Kenya
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