Top Management Team Diversity and Service Delivery of Commercial Banks in Makueni County, Kenya

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Published May 4, 2026
https://doi.org/10.70907/ryqwe884
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Vol. 20 No. 5 (2026): Research Beacon Journal

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Valentine Kalondu Wambua
Kenyatta University
Dr. Linda Kimencu
Kenyatta University

Abstract

The delivery of high-quality banking services became gradually vital in today’s globalized environment, characterized by dynamic customer expectations, heightened competition, and regulatory reforms. Diversity in top management teams emerged as a imperative driver of performance, particularly in influencing service delivery through varied perspectives, skills, and decision-making styles. This study set out to see how the diversity at the top management level affects service delivery in commercial banks across Makueni County, Kenya. The focus was on four types of diversity: demographic, cognitive, experiential, and cultural. The research leaned on several theories Upper Echelons, Social Identity, Resource-Based View, and Institutional theory. Descriptive cross-sectional research design and census approach was adopted, including all 96 middle and top-level managers from the eight Makueni County based commercial banks, specifically Kenya Commercial Bank, Equity Bank, Cooperative Bank, Absa Bank, Family Bank, National Bank of Kenya, NCBA Bank, and Sidian Bank. Primary data was obtained via a semi-structured questionnaire containing open and closed ended questions. For the reliability and validity of the instrument, a pilot test was performed with 10% of the respondents from ten respondents in commercial banks in Machakos county. Descriptive statistics (means and standard deviations), thematic analysis for qualitative responses and inferential statistics encompassing correlation and multiple linear regression analysis were conducted for the data analysis. These techniques indicated if the association between diversity in upper management and service delivery was statistically significant, assessed the magnitude and direction of this correlation, and ascertained the predictive effect of each dimension in terms of service delivery. Using ethical principles and a research license obtained from NACOSTI, the study fulfilled its research protocol without any discrimination. Also, participants in the research had to consent before participation, which assured confidentiality and anonymity would be maintained. The regression estimates explained 77.8% of service delivery variation (R² = 0.778). The model was statistically significant (F = 69.927, p < 0.05). All four dimensions of top management team diversity had positive and significant effects on service delivery: demographic diversity (β = 0.710, p < 0.05), cognitive diversity (β = 0.222, p < 0.05), experiential diversity (β = 0.453, p < 0.05), and cultural diversity (β = 0.416, p < 0.05). The research concluded that leadership diversity is a strategic driver of improved customer satisfaction, responsiveness, and service consistency. It recommended that commercial banks institutionalize inclusive leadership policies, strengthen diversity-oriented recruitment and development strategies, and cultivate cultures that leverage varied perspectives to enhance sustainable service performance.

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Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Author Biographies

Valentine Kalondu Wambua, Kenyatta University

Department of Business Administration, Masters

Dr. Linda Kimencu, Kenyatta University

Business Administration

How to Cite
Wambua, V. K., & Kimencu, L. (2026). Top Management Team Diversity and Service Delivery of Commercial Banks in Makueni County, Kenya. Research Beacon, 20(5), 255-276. https://doi.org/10.70907/ryqwe884

How to Cite

Wambua, V. K., & Kimencu, L. (2026). Top Management Team Diversity and Service Delivery of Commercial Banks in Makueni County, Kenya. Research Beacon, 20(5), 255-276. https://doi.org/10.70907/ryqwe884

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