Public Participation Mechanisms and Strategic Leadership Effectiveness in Taita Taveta County

Public participation is a constitutional requirement under Kenya's devolved governance framework and is widely regarded as a critical mechanism for promoting transparency, accountability, and effective leadership. However, empirical evidence on how specific public participation mechanisms influence strategic leadership effectiveness at the county level remains limited. This study examined the influence of public participation mechanisms on strategic leadership effectiveness in Taita Taveta County, Kenya. Specifically, the study assessed the effects of inclusiveness and stakeholder representation, feedback mechanisms and responsiveness, transparency and accountability, information dissemination and communication quality, and participation platforms and engagement processes. The study was anchored on Arnstein's Ladder of Citizen Participation, Stakeholder Theory, and Transformational Leadership Theory. A mixed-methods research design was adopted. Data were collected from 385 respondents selected through multistage sampling using structured questionnaires and analyzed using descriptive statistics, Pearson's correlation, and multiple regression analysis. The findings revealed that all five public participation mechanisms had statistically significant positive relationships with strategic leadership effectiveness. Multiple regression analysis indicated that the mechanisms collectively explained 10.2% of the variation in strategic leadership effectiveness (R² = 0.102, p < 0.001). Among the predictors, participation platforms and engagement processes (β = 0.158, p = 0.007) and feedback mechanisms and responsiveness (β = 0.106, p = 0.039) exerted the strongest positive influence on strategic leadership effectiveness. The study concludes that although public participation structures are institutionalized within Taita Taveta County, their contribution to strategic leadership effectiveness remains modest. Strengthening inclusive engagement platforms, enhancing feedback systems, improving information dissemination, and promoting transparency and accountability are essential for improving strategic leadership and governance outcomes in devolved county governments.

Public participation mechanisms; Strategic leadership effectiveness; Stakeholder engagement; County governance; Devolution.

1. Arnstein, S. R. (1969). A ladder of citizen participation. Journal of the American Institute of Planners, 35(4), 216–224. https://doi.org/10.1080/01944366908977225 [Google Scholar] [Crossref]

2. Bass, B. M., & Riggio, R. E. (2021). Transformational leadership (3rd ed.). Routledge. [Google Scholar] [Crossref]

3. Bobbio, L. (2019). Designing effective public participation. Policy Press. [Google Scholar] [Crossref]

4. Bridoux, F., & Stoelhorst, J. W. (2022). Stakeholder theory, strategy, and organization: Past, present, and future. Strategic Organization. [Google Scholar] [Crossref]

5. Bryer, T. A. (2021). Public participation in democratic governance: Theory and practice. Public Organization Review. [Google Scholar] [Crossref]

6. Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (5th ed.). John Wiley & Sons. [Google Scholar] [Crossref]

7. Burns, J. M. (1978). Leadership. Harper & Row. [Google Scholar] [Crossref]

8. County Assembly of Taita Taveta. (2023). County Assembly reports and proceedings on public participation. County Assembly of Taita Taveta. [Google Scholar] [Crossref]

9. County Government of Taita Taveta. (2023). County Integrated Development Plan (CIDP). County Government of Taita Taveta. [Google Scholar] [Crossref]

10. County Governments Act, No. 17 of 2012. (2012). Government Printer, Nairobi, Kenya. [Google Scholar] [Crossref]

11. European Commission. (2020). European Citizens' Initiative: Annual report 2020. European Commission. [Google Scholar] [Crossref]

12. Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman. [Google Scholar] [Crossref]

13. Fung, A. (2006). Varieties of participation in complex governance. Public Administration Review, 66(Suppl. 1), 66–75. https://doi.org/10.1111/j.1540-6210.2006.00667.x [Google Scholar] [Crossref]

14. Funk, W. F. (2022). Administrative procedure and practice: Problems and cases (6th ed.). Foundation Press. [Google Scholar] [Crossref]

15. Gacheri, J. (2022). Public participation and county governance in Kenya. [Google Scholar] [Crossref]

16. Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2020). Multivariate data analysis (8th ed.). Cengage Learning. [Google Scholar] [Crossref]

17. Haule, K. S., & Mushi, D. (2024). Public participation and local governance in Tanzania. [Google Scholar] [Crossref]

18. Jumanne, A., Mwakipesile, A., & Mollel, E. (2023). Citizen participation and local governance in East Africa. Journal of Public Administration and Governance. [Google Scholar] [Crossref]

19. Kennedy, A. (2021). Collaborative governance and public sector leadership. Routledge. [Google Scholar] [Crossref]

20. Kimaku, P. M., Omwenga, J., & Nzulwa, J. (2019). Influence of leadership commitment and employee participation on the successful implementation of strategic change in state corporations in Kenya. International Journal of Business Management and Processes. [Google Scholar] [Crossref]

21. Krick, T. (2021). Stakeholder engagement for sustainable governance and organizational accountability. [Google Scholar] [Crossref]

22. Maela, M., & Selepe, M. (2023). Public participation, decentralization, and local governance in South Africa. [Google Scholar] [Crossref]

23. Muwonge, A., et al. (2022). Public participation and devolved governance in Kenya. [Google Scholar] [Crossref]

24. Mwakima, C., Kimaku, P. M., & Mwithiga, M. (2025). Public participation and strategic policy management for sustainable socio-economic development in Taita Taveta County, Kenya. [Google Scholar] [Crossref]

25. Mwangi, J. (2023). Citizen participation and governance effectiveness in Kenyan county governments. [Google Scholar] [Crossref]

26. Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Sage Publications. [Google Scholar] [Crossref]

27. Nyong'a, P., & Gachanja, P. (2021). Public participation and service delivery in Kenya's devolved governments. [Google Scholar] [Crossref]

28. OECD. (2022). Government at a glance 2022. OECD Publishing. https://doi.org/10.1787/1c258f55-en [Google Scholar] [Crossref]

29. OECD. (2024). Government at a glance 2024. OECD Publishing. [Google Scholar] [Crossref]

30. Okello, J., Kimaku, P. M., & Mutisya, J. (2026). Building Information Modelling adoption and project delivery efficiency in Kenya. [Google Scholar] [Crossref]

31. Pallant, J. (2020). SPSS survival manual: A step-by-step guide to data analysis using IBM SPSS (7th ed.). McGraw-Hill Education. [Google Scholar] [Crossref]

32. Public Service Commission of South Africa. (2023). Report on public participation and citizen engagement in South Africa. Public Service Commission. [Google Scholar] [Crossref]

33. Republic of Kenya. (2010). The Constitution of Kenya, 2010. Government Printer. [Google Scholar] [Crossref]

34. Republic of Kenya. (2012). Public Finance Management Act, No. 18 of 2012. Government Printer. [Google Scholar] [Crossref]

35. Seneyia, J. K., Kimaku, P. M., & Omido, K. H. (2026). Strategic Change Management and Organizational Performance of the National Government Administration Officers (NGAOs) in Kenya. [Google Scholar] [Crossref]

36. Taylor, M. (2020). Public participation and collaborative governance. Routledge. [Google Scholar] [Crossref]

37. United Nations. (2023). The Sustainable Development Goals Report 2023: Special Edition. United Nations. https://unstats.un.org/sdgs/report/2023/ [Google Scholar] [Crossref]

• The Indirect Effect of Liquidity and Activity on Company Value with Profitability as an Intervening Variable
• Effect of Financial Skills, Knowledge, and Attitude on The Financial Behaviour of Clergy
• A Decade of Review: Trends in Budget Execution and Financial Performance of Development Projects in Tanzania (2014/15-2023/24)
• The Influence of Pre-Project Planning on the Budget Absorption Rate of Public Funded Infrastructure Projects in Kenya a Comparative Case Study of Narok, Migori, and Kisii County Government Projects
• Assessment of Factors Influencing Digital Transformation in Hotels’ Facility Management in Abuja Metropolis, Nigeria