International Journal For Multidisciplinary Research

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The effect of Coordination, Departmental-relationship, and Strategic-leadership on Organizational performance: The case of Zambia Electricity Supply Corporation Limited and Copperbelt Energy Corporation in Zambia

Author(s) Mr. Bennet Kaonga
Country Zambia
Abstract The purpose of this research is to examine the effects of Coordination, Departmental-relationship and Strategic-leadership on organizational performance in ZESCO Limited and Copperbelt Energy Corporation based in Zambia.
According to literature review, the success rate of strategy implementation in organizations is incredibly low at about 10%. Both tangible and intangible aspects have a bearing on strategy implementation and these involve known and unknown risks, uncertainties and other factors that may cause ZESCO’s and CEC’s performances to differ significantly from the anticipated ones. This gap bears testimony to the reality that what is planned is not always what is achieved and deserves further research.
Resource Based, Organizational Culture, Organizational structure, strategic leadership and Contingency theories guided the conceptualization of the research. From the conceptual framework, a research model was generated with the following hypotheses:
H1: There is a significant positive relationship between Coordination and Organizational performance.
H2: There is a significant positive relationship between Coordination and Departmental relationship.
H3: There is a significant positive relationship between Coordination and Strategic leadership.
H4: There is a significant positive relationship between Departmental relationship and Organizational performance.
H5: There is a significant positive relationship between Strategic Leadership and Organizational performance.
H6: Departmental relationship significantly mediates the relationship between Coordination and Organizational performance.
H7: Strategic leadership significantly mediates the relationship between Coordination and Organizational performance.
H8: There is a significant positive categorical moderating effect of firm’s types (public or private) on the relationship among model construct.
The methodology adopted a cross-sectional descriptive survey. The main instruments in data collection used was semi-structured questionnaires targeting top, middle and lower management staff, because people in these positions were deemed to be knowledgeable on the factors that influence the implementation of strategy. A total of 230 responses were received from 267 questionnaires, which constituted a response rate of 86%. SmartPLS Structural Equation Modelling (PLS-SEM) utilizing latent variables were employed to hypothesize a model and partial least-squares (LVPLS) was employed for the analysis.
The findings revealed that Coordination, Departmental-relationship and Strategic-leadership had a significant positive effect on their organizational performance. In addition, the study found out that Departmental-relationship and strategic-leadership significantly mediate their relationship between Coordination and organizational performance. Also, Multi-group analysis (PLS-MGA) revealed that the type of organization did not have any effect on their performances.
The outcome of the study may be useful to policy makers on the determinants of strategy implementation and help to improve the performance of their organizations.
In order to obtain more insights, a comparative study is recommended on other developing countries as this would allow the study to reveal more factors that influence strategy implementation outcome.
Keywords Coordination, Departmental-relationship, Implementation outcome, Organizational Performance, Strategy, Strategic-leadership
Field Sociology > Administration / Law / Management
Published In Volume 7, Issue 6, November-December 2025
Published On 2025-11-27
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