STRATEGIC LEADERSHIP MANAGEMENT AND PERFORMANCE OF NON-PROFIT ORGANIZATIONS IN KENYA

Joyce Mogoi Orenge, Dr. Robert Mangana, Dr. Paul Kariuki

Abstract


The main focus of this study was to establish the influence of strategic leadership management on performance of non-profit organizations in Nairobi County, Kenya. Specific objectives were to find out the relationship between competencies development and stakeholder involvement and performance of non-profit organizations in Nairobi County, Kenya. The study was anchored on; human capital theory and stakeholders’ theory. The descriptive research design was employed where data was collected one point in time. The unit of observation in this study was 1,749 management employees (top manager, middle level managers and lower-level managers) while the unit of observation was the 159 registered non-governmental organizations. The stratified random sampling procedure were to select the study sample. The study sample size was 326 respondents. Data was collected using a self-administered semi-structured questionnaire. A pilot test was conducted to determine validity and reliability of the data collection instrument. Quantitative reports, the tables consisted of mean and standard deviation values that was used to make interpretation of the analysis. Percentage, mean and standard deviation was used to show the frequency of responses. Tables were used to display the rate of responses and to facilitate comparison. Qualitative reports were presented in form of essay which was discussed as per the study objectives aligned with the theories and empirical study. Descriptive statistical included frequency, percentages, mean and standard deviation. Inferential statistical analysis to be used was multiple regression and correlation analysis. The significant of each independent variable was tested at a confidence level of 95%. The study's results revealed significant positive relationships between strategic leadership management practices and NGO performance in Nairobi County, Kenya. Specifically, Competencies Development, and Stakeholder Involvement were all positively correlated with NGO performance and Stakeholder Involvement had a β coefficient of 0.269 (p = 0.000). These findings underscore the importance of strategic leadership management practices in enhancing NGO performance. The study concludes that investing in staff competencies, and engaging stakeholders, is crucial for improving NGO performance in Nairobi County. Additionally, the study recommends that organizations regularly assess and adapt their strategic leadership practices, cultivate transparent communication channels, and establish mechanisms for soliciting feedback from stakeholders to ensure alignment with organizational goals.

Key Words: Strategic Leadership Management Competencies Development, Stakeholder Involvement, Non-Profit Organizations


Full Text:

PDF

References


Adiele, K. C. (2022). Requirements of material planning and supply chain performance of oil and gas firms in Port Harcourt, Nigeria. Retrieved from https://www.researchgate.net/publication/358860573_

Agu, A.O., Obi-Anike, H.O. & Eke, C.N. (2016). Effect of Inventory Management On the Organizational Performance of the Selected Manufacturing Firms, Singaporean Journal of Business economics, and management Studies, 5(4), 56-69.

Ahmed, A.D. (2016). Effect of Inventory Management on Financial Performance: Evidence from Nigerian Conglomerate, International Journal of Economics and Management Engineering, 10(9): 3182- 3186.

Akinola, G.O., Oyewole, Y. B., Olaleye, B. R., & Ibrahim, A. (2022). The Influence of Materials Management Practices on the Financial Performance of Manufacturing Firms in Southwestern Nigeria. Retrieved from https://www.researchgate.net/publication/368576785.

Aldeen, N. H. N., & AlJundi, N. J. (2021). Creative Thinking and its Relation to Social Status among the High School Stu-dents in Jerusalem. Al-Balqa Journal for Research and Studies, 24(1), 12-26

Ashmond, B., Opoku-Danso, A., & Owusu, R. A. (2022). Human Resource Development Practices and Employees’ Performance in a Ghanaian University: A Case of the University of Cape Coast. Journal of Human Resource and Sustainability Studies, 10, 77-97

Bhandari P. (2022). Population vs. Sample. Retrieved from https://www.scribbr.com/methodology/population-vs-sample/

Bichanga, W. O. & Masika, E. (2014). Factors affecting monitoring of the strategic plan: A case of Kenya Seed Company, Journal of Business and Management, 16(4), 14-20.

Cooper, D. R., & Schindler, P. S. (2014). Business Research Methods (Twelfth ed.). Boston: Irwin McGraw Hill International.

Creswell, R. (2014). Research design: qualitative, quantitative, and mixed methods approaches. USA: Sage Publications.

Cronbach, L. J. (2018). My Current Thoughts on Coefficient Alpha and Successor Procedures. Washington, D: Educational and Psychological Measurement.

Danese, P., & Kalchschmidt, M. (2017). The impact of forecasting on companies’ performance: Analysis in a multivariate setting. International Journal of production economics, 133(1), 458-469.

Daniella, M. W., & Anthony, O. (2021). Effect of vendor managed inventory on performance of large retail firms in Nairobi city county, Kenya. International Journal of Supply Chain Management, 5(2), 507-520.

Demirkesen, G. K., & Reinhardt, G. M. (2021). Effect of Stakeholder Involvement on Performance of The Government Projects in Poland. Journal of Entrepreneurship & Project Management, 5(1), 129–137.

Elbanna, S. (2006). Strategic decision-making: process perspectives’, International Journal of Management Reviews, 8(1), 1–20.

Essel, R. E. (2020). The Effects of Materials Management Practices on Firm Performance in Ghana: Evidence from A Listed Company. Retrieved from https://www.researchgate.net/publication/346866824_

Githinji, C. N., Ogolla, P., & Kitheka, S. (2020). Influence of stakeholder’s involvement on project performance. A case study of Kenya Ferry Services. The Strategic Journal of Business & Change Management, 7(3), 738 – 756.

Hagen, F., Hassan, T. & Amin, G. (2018). Critical strategic leadership components: an empirical investigation. SAM Advanced Management Journal, 63(3), 39-44.

Hsin-Kuang, C., Chun-Hsiung, L., & Dorjgotov, B. (2018). The Moderating Effect of Transformational Leadership on Knowledge Management and Organizational Effectiveness. Social Behavior & Personality: An International Journal, 40(6), 1015-1024

Ireland, D., & Hitt, A. (2017). Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. The Academy of Management Executive, 13(1), 43-57.

Jooste C., & Fourie, B. (2019). The Role of Strategic Leadership in Effective Strategy Implementation: Perceptions of South African Strategic Leaders. Southern African Business Review, 13(3), 51-69.

Kabetu, G. & Iravo, A. (2018). Influence of strategic leadership on performance of international humanitarian organizations in Kenya. International Academic Journal of Innovation, Leadership and Entrepreneurship, 2(2), 113-135

Kendall, J & Martin K. (2018). Measuring the Performance of Voluntary Organizations. Public Management, 2(1), 105-132

Kithure, I. M., & Nyang’au, S. P., (2022). Effect of material requirement planning on performance of manufacturing firms in Kenya. International Journal of Recent Research in Commerce Economics and Management, 4(9), 143-150.

Korir, K. K., Kaitany, P., & Sang, H. (2021). Economic Order Quantity Stock Control Technique and Performance of Selected Level Five Hospitals: An Evidence of Kenya. International Journal of Business Marketing and Management, 6(6), 8-13.

Korneć, R. (2020). The role of stakeholders in shaping smart solutions in Polish cities. Entrepreneurship and Sustainability Issues, 7(3), 1981.

Kothari, C. R. (2014). Research methodology: Methods and techniques. New Age International

Koumanakos, D.P. (2018). The effect of inventory management on firm performance, International Journal of Productivity and Performance Management, 57 (5): 355-369

Kumar, S., & Puranam, P. (2019). Toward a theory of strategic problem formulation. Strategic Management Journal, 40(4), 506-537.

Lütfi, S., (2020) Validity and reliability in quantitative research. Business and management studies. An International Journal, European Leadership University

Lwiki, T., Ojera, P.B., Mugenda, N.G. & Wachira, V.K. (2017). The Impact of Inventory Management Practices on Financial Performance of Sugar Manufacturing Firms in Kenya, International Journal of Business, Humanities and Technology, 3(5): 75-85.

Madden, J., Stuart, R. (2018). One Hundred Rules for NASA Project Managers.

Mailu, R. M., & Kariuki, P. (2022). Influence of strategic leadership on performance in non-governmental organizations in Nairobi County. International Academic Journal of Human Resource and Business Administration, 4(1), 386-407.

Manjunatha. N (2019). Descriptive Research. Journal of Emerging Technologies and Innovative Research, 6(6), 86.

Mantere, S. (2005). Strategic practices as enablers and disablers of championing activity’, Strategic Organization, 3(2), 157–184.

Mathew, M. (2019). Project Management a Managerial Approach. Journal of management, 3, 26-3.

Mayne, J., Zapic-Goni, E. (2019) Monitoring Performance in the Public Sector. New Brunswick, NJ: Transaction Books.

McEvoy, P., Brady, M., & Munck, R. (2016). Capacity development through international projects: a complex adaptive systems perspective. International Journal of Managing Projects in Business, 9(3), 528-545.

Mondy R. W. & Martocchio, J. J., (2016). Human Resource Management", Fourteenth Edition Global Edition, Printed and bound by Courier Kendallville in United States of America.

Msila, V., & A. Setlhako. (2016). Evaluation of Programs: Reading Carol H. Weiss. Universal Journal of Educational Research 1.4 (3) 323 - 327

Nyambitta, T. A. & Mohamed, M. H. (2022). The Effects of Stakeholder’s Involvement On Performance Of Public Authorities In Delivering Water Services In Tanzania: Lesson From Dawasa. Journal of International Trade, Logistics and Law, 8(2),154-161

Oyama, E. O. (2023). Evaluating The Influence of Stakeholders’ Involvement on the Performance of Road Construction Project in Nigeria. International Journal of Project Management, 5(2), 1 - 15.

Papulova, Z. (2014). The Significance of Vision and Mission Development for Enterprises in Slovak Republic. Journal of Economics, Business and Management, 2(1).

Sahal, I. D and Bett, S. (2022). Influence Of Stakeholder Involvement On Performance Of Kenyan Parliamentary Service Commission. International Journal of Management and Commerce Innovations, 10(1), pp: (326-332),

Spik, A., & Mijal, M. (2018). Relationships with Stakeholders in International Research Projects in Poland. Problemy Zarzadzania, 16.

Taiwo, A., Agwu, E., & Lawal, A. (2018). Vision and Mission in Organization: Myth or Heuristic Device? The International Journal of Business & Management, 4(3), 127-134.

Thompson, A., Peteraf, A., Gamble, E., & Strickland, J. (2018). Crafting and executing strategy: The quest for competitive advantage. Concepts and cases. (9th Ed.). Singapore: McGraw-Hill

Valecha, N. (2022). A Study on Importance of Ethical Responsibilities in HR Management. International Journal for Global Academic & Scientific Research, 1(1), 13-22.

Vasantham S. T. (2018). Benefits Of Human Resource Development. Journal of Research in Economics and Social Sciences, 5(9).

Vinesh, T. (2018). Role of Training & Development in an Organizational Development. International Journal of Management and International Business Studies, 4(2), 213-220

Xue, H., Zhang, S., Su, Y., Wu, Z., & Yang, R. J. (2018). Effect of stakeholder collaborative management on off-site construction cost performance. Journal of Cleaner Production, 184, 490-502.


Refbacks

  • There are currently no refbacks.