Strategic leadership has increasingly been recognized as a critical driver of organizational sustainability in dynamic and competitive environments. The tea sector in Kenya, particularly factories managed by the Kenya Tea Development Agency (KTDA), faces operational challenges including regulatory pressures, market volatility, technological shifts, and rising production costs. This study examined the relationship between shared strategic vision and organizational performance of KTDA factories in Zone Five, Kenya. Anchored on Goal Setting Theory, the study adopted a survey research design targeting supervisory, middle-level, and top management staff within the selected factories. Stratified random sampling was used to obtain a representative sample, and primary data were collected using structured questionnaires. Instrument reliability was confirmed using Cronbach’s alpha coefficients exceeding the 0.70 threshold. Data were analyzed using descriptive statistics (mean and standard deviation) and inferential statistics, specifically Pearson correlation and regression analysis. The findings revealed a statistically significant positive relationship between shared strategic vision and organizational performance (β = 1.193, p < 0.05). The study concludes that effective communication, articulation, and internalization of strategic vision significantly enhance factory performance outcomes. It recommends that KTDA factories strengthen participatory vision-sharing mechanisms to improve alignment, commitment, and overall organizational performance.