Strategic planning is one of the functions of top management concerned with choices, deeds, and findings which result in the identification, analyzing, generation, and implementation of long-term roadmaps or blueprints meant to ensure achievement of organizational objectives (Pearce and Robinson, 2007). Strategy implementation is a very challenging aspects of strategic management because it requires immense resources and also due to the nature of the environments under which organizations operate. Firms have continued to experience challenges when implementing their long-term goals, therefore, this comparative study sought to establish how leadership affects the implementation of strategic plans in AMICA and MENTOR SACCOs which are operating in Murang’a town, Kenya. Comparative research design was employed in this study targeting a population of 120 staff in both AMICA and MENTOR SACCOs. Questionnaires and interviews were used to collect primary data. Census method was used because the population was considered to be small. Pilot study was undertaken to identify inconsistencies in the questionnaires. Descriptive analysis technique was used to analyze the data. The study established that leadership has a significant influence on strategic plan implementation in SACCOs. Based on the study findings that leadership significantly affects strategic plan implementation the study recommends that management should involve the different departments and workers in the organization to ensure that the people own the process. SACCO’S management should also involve all the stakeholders in making decisions and cascade functions downwards to the more specific departments where such functions apply