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Service Delivery as an Outcome of Leadership Hierarchy: A Perspective of State-Owned Enterprises in the Energy Sector in Kenya

: Government and private institutions all over the world greatly recognize the cardinal role of service delivery in attaining a competitive success in a dynamic market. State-owned enterprises in the energy sector are a major foundation upon which strategies for economic, social and political development are anchored. However, even with various reforms and commitment of huge amount of resources, there are unending public concerns over delivery of services among state owned enterprises in Kenya. This study therefore sought to examine the effect of leadership hierarchy on service delivery in state-owned enterprises within the energy sector in Kenya. The target population was 124 suppliers, 5,107 end-user consumers, 1,817 employees in KPLC plus 480 employees in REREC and 30 employees in the Energy regulator (EPRA). A sample of 380 individuals/households was selected using a two-stage random sampling procedure comprising of proportionate stratified and simple random sampling techniques. Empirical data for this analysis were gathered using semi-structured questionnaire. The validity and reliability of the data collection tool was assessed to confirm the suitability of the tool for use in the study. Descriptive analysis, and inferential analysis were conducted on the data set that had been gathered from the field. The findings of study demonstrated that leadership hierarchy positively affect delivery of services. Management of state owned enterprises should enact policies to reinforce practices on aspects of leadership power, leadership motivation and leadership delegation. In as far as leadership power is concerned, the senior management in charge of strategy should guide enactment of policy guidelines to strengthen activities that create enabling environment, enhance communication of the strategic intent, and enhance alignment of service delivery with actors’ interests. Senior management in different functional areas should be open and receptive to suggestions, contributions, complaints of actors, and should been seen to exercise fairness on all actors. Delegation of duties should strengthened so as to provide effective mechanisms for learning, transmission knowledge, development of new skills, and confidence building among actors in state owned enterprises for enhanced productivity and for effective succession planning.