Strategic Information System Leadership and Information System Function Performance in Universities in Kenya: A PLS-SEM Analysis

Authors

• Joseph K. Muchina, University of Nairobi, KenyaFollow
• James M. Njihia Prof., University of Nairobi, KenyaFollow
• Agnes N. Wausi Prof., University of Nairobi,KenyaFollow

ORCID

Joseph K. Muchina, 0000-0001-9675-5800; Agnes N. Wausi, https://orcid.org/0009-0009-7640-3897; James M. Njihia, 0000-0002-3874-6911

Abstract

Information systems as enablers have evolved from an efficiency and effectiveness focus to enterprise-wide performance, placing strong demands on information system leadership. Emerging leadership models call for collaborative practices. Information systems leadership in higher education is a challenging task. Universities' top management team members and their information system executive counterparts lack a common and shared vision and understanding of information systems capabilities and roles. As the highest-ranking officers in organizations, they make strategic IS decisions. Yet, noting that existing approaches are ineffective, there is a growing concern about the kind of leadership needed to guide the institutions. Four sets of skills—technology, business, interpersonal, and political—are required. Structures facilitating interactions and sharing of IS knowledge are called for, but they often are undermined or ignored. This study examined the relationships between strategic information systems leadership and information system function performance in universities in Kenya. Forty-two out of 76 public and private universities participated. Three top management team members from each university were purposely selected to participate in the study. Data were analyzed using Smart-PLS software. Factor loadings and path coefficients of the theoretical model were assessed. Results of the analysis revealed that strategic information system leadership has a direct and significant effect on information system function performance. Some of the study's limitations were the small sample size and the existing culture within the university, which could have influenced information sharing. However, the findings are valuable to universities' IS executives as well as other IS service providers and practitioners for policy formulation and hiring. Readers can benefit from understanding what constitutes effective strategic leadership and information sharing. The research findings are helpful in information systems and management literature for a better understanding of the factors, mechanisms, or structures that stimulate discussions necessary for information sharing and shared leadership approaches.