Strategic Leadership, Knowledge Sharing, and Strategy Implementation among Commercial Banks in South Sudan

Abstract

The main objective of the study was to establish the role of knowledge sharing in the relationship between strategic leadership and strategy implementation among commercial banks in South Sudan. The subsequent hypothesis was that there is no significant intervening effect of knowledge sharing on the relationship between strategic leadership and strategy implementation. The Upper Echelon theory, Knowledge-Based theory, and Dynamic Capabilities Theory served as the foundation for the study. The study used a cross-sectional research approach and a positivist mindset. The 30 commercial banks in South Sudan made up the study’s population. Hence, a census survey was conducted. With the aid of semi-structured questionnaires, primary data was gathered. The four-step method of analysis outlined by Baron and Kenny (1986) was used to analyse the data. The study’s conclusions demonstrate that the relationship between strategic leadership and strategy implementation is considerably mediated by knowledge sharing. This finding is consistent with knowledge-based theory, which contends that an organization’s capacity to carry out its strategies is based on its capacity to capitalize on, protect, and utilize the knowledge it generates and disseminates. This study would play a vital role in the development of banking regulations and policies to support improved comparability of banks by fostering information sharing among many stakeholders to build capacity and skills.