Furthermore, conflicting roles among the leadership attracted a response rate of 34 respondents agreeing
comprising 41% of the total respondents who took part in the study. Those who strongly agreed that conflicting
roles was a barrier were 18% of the total respondents, 14% were uncertain, 12% disagreed while 15% strongly
disagreed.
A total of 29 (34%) of the respondents agreed that involvement of the end users of the strategy was an ingredient
to the success of the school’s strategy. However this was lacking in most of the schools because 25% strongly
agreed to this aspect while 17% disagreed. 12% were uncertain and another 12% strongly disagreed that lack of
involvement of the end users was a barrier to the success of the school’s strategy.
Implementation procedures was a bit confusing to the respondents and most of them 27% were uncertain on
whether it was a real barrier to strategy implementation or not, 39% agreed that it was indeed a barrier, 14%
strongly agreed, 11% disagreed with only 9% strongly disagreeing. The success of the school’s strategy was also
affected by the fact that there are many competing activities on the side of the staff and the implementers such that
at the end of the day, implementation of the strategic plan is shelved. A total of 37% agreed to this aspect, 19%
strongly agreed, 17% were uncertain on this issue, 13% disagreed and 14% disagreed. The procedures adopted in
implementing the strategy were complex and hence became a barrier to the success of the school’s strategic plan
implementation.