STRATEGIC LEADERSHIP AND CHANGE MANAGEMENT PRACTICES AT NATIONAL BANK OF KENYA LIMITED

Change management is a structured approach for ensuring that changes are thoroughly \nand smoothly implemented, and that the la \nsting benefits of change are achieved. \nTo \nsucceed \nin marketplace \n, companies need to manage change more precisely in order to \nrealize the full value of their transformation efforts. \nNational bank of Kenya limited \nimplemented \nnew \ntechnology and takes \nother a \nctions to keep themselves competitive in \ntheir chosen markets, they ensure \nd \nthat the changes they implement achieve the full scope \nof their technical, financial, and human objectives. \nThe objective of this study was to \nestablish \nof \nstrategic leadership a \nnd \nchange management practices at National \nbank of \nKenya \nLimited. \nA \ncase study research design was adopted. \nData \nwas \ncollected using in \ndepth interview technique and questionnaires on the available management staff and \nother staff who serve at National bank \nof Ken \nya total number of eight staff. The data \ncollected was \nanalysed using content analysis. \nThe study found that NBK has embraced \ncorporate governance as toll to enhance service delivery and improve performance. NBK \nhas a board of directors that is commi \ntted to ensuring that the business of the Bank is run \nin a professional, transparent and equitable manner so as to protect and enhance \nshareholder value and also satisfy the interests of other stakeholders. The study found that \nleadership at NBK has been a \nble to exhibit leadership competencies. \nThe study found that \nin 2013, NBK r \ne \n- \nbranded as part of a new strategy to shed old under \n- \nperforming image \nthat has dogged it for years. \nOne of the changes in the NBK structure was the creation of \na Marketing & Corpor \nate Communications Division. The NBK leadership also sought to \ncreate autonomy of distribution channels from businesses. \nThe researcher also found that \nin response to a changing economic environment the NBK management implemented \nsome operational changes. \nThis involved changes in the way the customer interacted with \nthe bank. These changes comprised of internet banking. The bank also rolled out new \nATMs. The bank has now fully embraced the agency banking model. \nThe researcher \nconcluded that the management t \neam at National bank of Kenya had adopted strategic \nmanagement practices in response to a changing environment. The researcher also \nconcluded that the strategic leadership practices enabled NBK remain sustainable at a \ntime when the banking sector was facin \ng many external changes. The researcher \nrecommends that all senior managers in the banking sector should ensure that they are \nskilled in handling change management as the banking sector is dynamic. The researcher \nalso recommends that employees should be in \nvolved in the planning and implementation \nof the change program; this would reduce any resistance to change. \nThe government and \npolicy makers should get insight from the study in formulating policies regarding \nregulatory requirements of the change manageme \nnt among banks to ensure balanced and \nstable economic growth. Management of strategic change is important in any \norganization because if not well managed, it may lead to failure of the organization to \nmeet its strategic objectives.