Objective: Operational inefficiencies and service delivery deficits persist in Kenyan County Governments despite the devolution mandate. This study aims to address these behavioural gaps by proposing a conceptual framework linking Self-Leadership Strategies (SLS) to Organisational Performance through Innovative Work Behaviour (IWB). Theoretical Framework: The paper integrates Self-Determination Theory (SDT) and Social Cognitive Theory (SCT) to argue that SLS enhances self-efficacy and intrinsic motivation. These psychological states are posited as necessary antecedents for the multi-stage process of IWB (Idea Generation, Promotion, and Realisation). Conceptual Model: The framework proposes a partial mediation model where IWB mediates the relationship between SLS and the Balanced Scorecard (BSC) performance perspectives (Internal Processes, Customer, Financial). It explicitly incorporates “Relatedness” in the idea promotion stage and identifies organisational moderators (Bureaucracy, Political Interference) specific to the Kenyan context. Policy Implications: The study suggests that to improve public sector performance, policy must move beyond structural reforms to foster individual behavioural agency. Practical recommendations include establishing “innovation circles” to satisfy social needs and reducing bureaucratic red tape to allow self-led innovations to flourish.
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