Browsing by Author "Jane Sang"

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    Strategic Silence, Strategic Ambiguity, and Strategic Loyalty: A Serial Mediation Model of Leadership Effectiveness in the Banking Sector
    (East African Journal of Business and Economics, 2026-04-13) Jane Sang
    In volatile and tightly regulated business environments, leadership effectiveness may depend as much on restraint as on expression. While traditional leadership models emphasise clarity and vocal influence, leaders operating in complex sectors such as banking often rely on calibrated silence and flexible communication to navigate uncertainty. This study examines how strategic silence contributes to leadership effectiveness and whether this relationship unfolds through strategic ambiguity and strategic loyalty. Drawing on dynamic capabilities theory and social exchange theory, the study employed a cross-sectional survey of managers and supervisory-level employees from selected commercial banks in Eldoret, Kenya. Data were analysed using Hayes’ PROCESS Model 6 with 5,000 bootstrap samples to test a serial mediation framework. The findings show that strategic silence significantly predicts strategic ambiguity (β = .46, p < .001), which in turn strengthens strategic loyalty (β = .41, p < .001). Strategic loyalty exhibits a strong positive effect on leadership effectiveness (β = .52, p < .001). Although strategic silence has a direct positive impact on leadership effectiveness (β = .34, p < .001), this effect reduces but remains significant when mediators are included (β = .15, p < .05), indicating partial mediation. Importantly, the serial indirect pathway from strategic silence to leadership effectiveness through strategic ambiguity and strategic loyalty is significant (β = .09, 95% CI [.04,.16]). These results suggest that intentional silence, when followed by adaptive framing and relational consolidation, enhances leadership effectiveness. The study contributes to leadership scholarship by repositioning silence and ambiguity as strategic capabilities rather than communication deficiencies. Practical implications for leadership development and governance in African financial institutions are discussed.
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    Talent Management and Employee Performance: The Moderating Effect of Transformational Leadership
    (ORSEA Journal, 2024-04-05) Vincent Obedgiu; Charles Lagat; Jane Sang
    The global competitive environment is shaping the way organizations manage, maintain, and improve employee performance. Literature has established that there are different mechanisms through which transformational leadership influences employee performance, yet few studies have tested the mode of influence on followers' attitudes, behaviors, and employee performance in public universities in Uganda. The study looks at the role of transformational leadership in moderating the relationship between talent management and employee performance in Ugandan public universities. The study draws on a cross-sectional and quantitative research approach. A random sampling technique was used to select 536 academic staff. Data was collected using a selfadministered questionnaire. Multiple regression analysis was used to examine the direct and indirect effects. The findings show that talent management has a significant positive effect on employee performance. In addition, findings reveal that transformational leadership significantly and positively affects employee performance. Furthermore, it was discovered that transformational leadership exerts a significant moderating effect on the relationship between talent management and employee performance. This provides the psychological stimulus that innovates novel ways to execute job tasks; illuminating the role of transformational leadership in enhancing employee performance as the transformational leaders identify, motivate and stimulate employees to achieve extraordinary performance outcomes among academic staff of public universities in Uganda.