STRATEGIC DIRECTION AND PERFORMANCE OF DEVOLVED COUNTIES IN KENYA

The introduction of County Governments in Kenya in 2013 brought high expectations for improved strategy implementation and enhanced performance. However, since their inception, many counties underperformed, raising concerns among citizens and stakeholders. This study examined the influence of strategic direction on performance of Kenya’s devolved counties. The study was grounded on Strategic Leadership Theory and adopted a positivist philosophy and a correlation descriptive survey approach. Research was conducted in five counties, Kajiado, Nairobi, Machakos, Kiambu, and Murang’a, with a sample size of 399 participants. Data collection was through surveys and interviews. Data was analyzed using SPSS version 27, employing descriptive statistics and inferential analysis. The study established that strategic direction had strong and positive correlation with performance (r = .760), indicating that a clear, well-communicated vision and goals are critical for driving development outcomes. The regression analysis reveals a strong and statistically significant relationship between strategic direction and the performance of devolved counties in Kenya. The study concluded that strategic direction is the most influential factor in driving the performance of devolved counties in Kenya. The study recommended that county managers should prioritize clear strategic direction by setting well-defined visions, goals, and adaptive plans tailored to local contexts. Keywords: Strategic Direction, Performance, Devolved counties, Devolution