Abstract:
This article seeks to suggest a framework for strategy
implementation through leadership agility in tertiary education
institutions so that they can attain their national mandate. A
desktop study was conducted which included the search of the
theoretical and empirical literature, as well as a documentation
review. The search identified only a handful of studies exploring
both strategy implementation performance and leadership agility
in the public sector context, a gap this article seeks to fulfil. The
review of documentation focused on the Government of Zimbabwe
(GoZ) documents relating to the National Development Strategy
and the Ministry of Higher and Tertiary Education Innovation
Science and Technology Development (MoHTEISTD) Strategic Plans. The framework integrates six variables of leadership agility;
strategy direction, stakeholder engagement, innovation, ICTs,
leader focus and the ability to deal with bureaucracy and political
interference. Evidence from the private sector currently indicates a
positive impact of leadership agility on strategy implementation.
The results indicate that leadership agility has a positive effect on
strategy implementation.
Description:
The journal is a forum for the discussion of ideas, scholarly
opinions and case studies of leadership, development and
governance at local, national and supranational levels and coming
from across various sectors of the economy. It is premised on the
idea that leadership is meant to create anticipated futures by the
leaders themselves. Development is a revolutionist endeavour that
must be governed well for the sake of intergenerational equity. The
journal is produced bi-annually.
