Influence of Perceptions of Transparency on Organizational Strategy Implementation, A Case of the Kenya Forest Services

Perceptions of ethical standards in organizations are coming under scrutiny and there has been an increasing interest in the relationship between perceptions of ethical leadership and organizational strategy implementation. This study therefore sought to establish the influence of perceptions of transparency on strategy implemetation. The employees of Kenya Forest Services was involved and census study of 86 employees was adopted. The study adopted a descriptive survey design. Primary data was collected via structured questionnaires using the drop and pick method. The data was analyzed using both descriptive& inferential statistical measures. Descriptive statistics included frequencies, percentages, mean scores and standard deviations. Inferential statistics namely, regression and correlation analysis were employed to determine the relationship between the independent and dependent variables under study. Perceptions of ethical leadership were found to influence organization strategy implementation. The study found perceptions of leadership style to be the most significant factor that positively affected strategy implementation. This was followed by perceptions of equity that had a moderate effect on strategy implementation. Perceptions of transparency was found to affect strategy implementation positively and was the third most influencing factor. The study found that perceptions of ethical leadership can be harnessed to improve strategy implementation through change management, improving employees performance, enhancing organization effectiveness and efficiency. The study recommends further studies on the effects other models of leadership e. g. participative leadership, transformative leadership and actions based leadership style have on organization strategy implementation.