Leadership strategy and organisational resilience among Kenyan listed banks

This study aimed to test the effect of leadership strategy on organisational resilience banks listed Nairobi Stock Exchange. The was anchored Full-Range Leadership Theory (FRLT) complementarily with meta-leadership as relevant theoretical lenses. sampled 277 respondents holding senior managerial positions such Chief Risk Officers, Managing Directors, Directors Strategy, Internal Auditors, Heads Marketing, Operations and Branch Managers. Data collected using a self-administered Likert-type online questionnaire. Structural equations modelling employed for statistical analysis. Partial Least Squares performed SmartPLS 3. Results showed that relationship between statistically significant at t-value 31.665 (p<0.05), explaining 68.5% variance in Kenya (R2=0.685). concluded significantly predicted bank resilience. has affirmed novel concept systemic disruptive shocks. Multiple future research directions are proposed. advanced distinct paradigm thinking by examining its predictive power shocks testing grounds within context Kenya’s banking sector.