The Influence of Executive Communication in Shaping Organisational Culture: Evidence from Kenya Airways

Abstract

Organisational culture influences organisational performance, with executive communication shaping shared values, norms, and behaviours. This study examined the influence of executive communication on organisational culture at Kenya Airways (KQ), Africa's flagship carrier, which faces ongoing challenges such as financial losses, labour disputes, and low employee morale, with an evaluation of the leadership communication channels, styles, and strategies and their influence on employee commitment, engagement, trust, and the organisational culture. The specific objectives were: (1) to examine the communication strategies used by executive leaders at Kenya Airways PLC and their influence on employee organisational commitment; (2) to analyse the dominant communication styles employed by executive leaders at Kenya Airways PLC and their impact on employee engagement; (3) to assess the influence of executive communication strategies on employee trust and loyalty within the organisation; and (4) to evaluate how executive communication contributes to the reinforcement and sustainability of organisational culture at Kenya Airways PLC. Guided by Transformational Leadership Theory and Schein’s Model of Organisational Culture, the study adopted a mixed-methods approach with a target population of 95 respondents comprising Kenya Airways’ top executives and employees. Stratified, random, and purposive sampling were used, with data collected through surveys and interviews. The findings showed that executive communication influences organisational culture at Kenya Airways. Town halls, internal digital platforms and leadership briefings were commonly used communication channels, although their effectiveness varied across employee groups. Transformational communication was perceived as the dominant communication style and was associated with employee trust, engagement and commitment. The findings further showed that transparent, consistent and inclusive communication strengthened cultural alignment, while inconsistent communication and limited employee participation weakened its impact. Additionally, the study concluded that executive communication is a critical driver of organisational culture at Kenya Airways, but its effectiveness depends on consistency, inclusivity, and sustained two-way engagement. It recommended that KQ leadership strengthens feedback systems, tailor communication to different employee segments, and adopt more transformational communication practices to enhance engagement, and cultural sustainability. The study contributes to leadership communication practice at Kenya Airways and to organisational communication literature in the African aviation context.