Ghala- PAC University Repository
Ghala is the institutional repository of the PAC University, managed by the University Library Team. The Repository is committed to store and preserve the University’s research outputs. Research outputs can include, but are not limited to, publications, conference proceedings, book chapters, monographs, theses,various forms of research data (video recordings, spreadsheets, computational scripts, code, images etc.), archives, presentations and others.
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BUS 4013 CORPORATE GOVERNANCE
(Pac University, 2025-12-10) Pac University
BUS 2423 MONEY AND BANKING
(Pac University, 2025-12-10) Pac University
Succession Planning, Transformational Leadership and The Stability of Evangelical Churches in Nairobi City County, Kenya
(PAC University, 2025-12-09) Omae Kepha Nyamweya
The stability of an organization is very critical since it provides an enabling environment for the accomplishment of organizational objectives. It has been observed that a number of organizations in Kenya and the world over have failed to actualize their mandates due to failure to observe and entrench crucial aspects such as succession planning in their strategic plans. Organizational leaders can make their organizations stable by applying proper and timely succession planning principles which have been tested over time and found to produce positive outcomes. The purpose of this study was to examine the effect of succession planning on the stability of Evangelical Churches in Nairobi City County, Kenya. This relationship was moderated by the variable transformational leadership. The general objective of the study was to examine the effect of succession planning on church stability and this was moderated by transformational leadership style. The first specific objective was to establish the effect of mentorship on stability of the evangelical churches in Nairobi City County, Kenya. The second was to determine the effect of talent management on the stability of Evangelical churches in Nairobi City County, Kenya. The third objective was, to evaluate the effect of career management on the stability of Evangelical churches in Nairobi City County, Kenya. The fourth one was, to establish the effect of employee retention on the stability of Evangelical churches in Nairobi City County, Kenya and finally to determine the moderating effect of transformational leadership on the relationship between succession planning and the stability of Evangelical churches in Nairobi City County, Kenya. The study was anchored on the transformational leadership theory, servant leadership theory, authentic leadership theory, and organizational adaptability theory. A common denominator for all the theories is provision of quality services and considering everyone’s needs and interests. The research design used was a descriptive survey. The target population was 1200 church leaders comprising of Bishops or General Overseers, General Secretaries, Senior Pastors, and Senior Deacons from which 360 church leaders were selected using both purposive and random sampling techniques. Data was collected using both closed and open-ended questionnaires and analyzed using descriptive analysis, inferential statistics- using SPSS Version 27 and content analysis. Data was presented in the form of tables, figures, and narrations. It was hypothesized that a positive and significant relationship exists between succession planning variables and the moderating role of transformational leadership variable on the stability of Evangelical Churches in Nairobi City County, Kenya. The study found that majority of the church leaders used mentorship to prepare upcoming leaders to take up leadership roles. The study established that succession planning had both a positive and significant association with the stability of evangelical church organizations. This association was strengthened by the moderating variable transformational leadership. The study recommends that church leadership needs to strengthen the instruments of succession planning, establish, institute & enhance transformational leadership style in order to realise institutional stability.
Strategic Leadership, Organisational Transformation, and Performance of Agribusiness Companies Listed at Nairobi Securities Exchange In Kenya.
(PAC University, 2025-12-09) Joyce Wangui Kamau
The agribusiness sector in Kenya contributes approximately 30% to the national GDP and remains the backbone of the economy. Despite its importance, the sector faces persistent challenges, including governance and leadership failures, weak strategic planning and execution, and poor performance monitoring. This underscores the need for strategic leadership to address these performance impediments. However, there is a limited body of empirical research examining the impact of strategic leadership on the performance of agribusiness companies in Kenya. This study investigated the effect of strategic leadership on the performance of agribusiness companies listed on the Nairobi Securities Exchange (NSE). Specifically, it examined the influence of strategic thinking, strategic implementation, strategic controls, and strategic resources on performance, and assessed the mediating role of organisational transformation in these relationships. The study was grounded in the Upper Echelons Theory, Transformational Leadership Theory, Resource-Based Theory, the Liedtka Strategic Thinking Model, Higgins’ 8S Framework, and the Balanced Scorecard Model. Employing a pragmatic philosophical worldview and a convergent parallel mixedmethods design, both quantitative and qualitative data were collected concurrently.
The study targeted all six agribusiness companies listed at the NSE and licensed by the Capital Markets Authority (CMA) as of December 2024, involving 120 management-level respondents. Quantitative data were analysed using SPSS Version 28.0, while qualitative responses were thematically categorised. Diagnostic tests and regression analysis were used to assess model fit and significance. Findings revealed that strategic thinking (β = 0.271, p = 0.002), strategic implementation (β = 0.515, p < 0.001), strategic controls (β = 0.211, p = 0.044), and strategic resources (β = 0.409, p < 0.001) significantly influenced performance. Organisational transformation partially mediated these relationships. The study concludes that strategic leadership is a key driver of organisational performance and recommends enhancing strategic implementation, leadership development, performance monitoring, and resource optimisation in agribusiness companies.
An Assessment of Transformational Leadership and Teachers’ Performance in Public Secondary Schools in Kilungu Sub-County, Makueni County, Kenya
(PAC University, 2025-12-05) Joseph Muia Kasimu
This study assesses the relationship between transformational leadership style and teachers’ performance in secondary schools in Kilungu Sub-County, Makueni County, Kenya. It examined the extent to which principals in public secondary schools apply transformational leadership behaviors and the resulting effect on teachers’ performance. The study was guided by four specific objectives; to examine the effect of the principal's idealized influence on secondary school teachers’ performance, to assess the influence of the principal's inspirational motivation on secondary school teachers’ performance, to evaluate the relationship between principal’s intellectual stimulation on secondary school teachers’ performance and to investigate the consequence of principal’s individual consideration on secondary school teachers’ performance. The study was anchored in the Positivist Philosophy and guided by the Path-Goal Theory and the Transactional Leadership Theory. A descriptive survey design was employed, targeting principals and teachers in selected public secondary schools through stratified sampling – day schools, boarding schools, and day and boarding schools. The sample included 8 principals and 160 teachers selected through stratified sampling. Data was collected using questionnaires and analyzed using IBM SPSS Version 25 through both descriptive and inferential statistical techniques. The findings revealed that all four components of transformational leadership had a statistically significant positive effect on teachers’ performance: idealized influence (β=0.586, p=0.000), inspirational motivation (β=0.516, p=0.000), intellectual stimulation (β=0.589, p=0.000), and individual
consideration (β=0.504, p=0.000). Among these, intellectual stimulation emerged as the strongest predictor of teacher performance, F(4, 152) = 17.812, p < 0.05. However, despite the adoption of transformational leadership behaviors by principals, academic performance in the Kenya Certificate of Secondary Education (KCSE) examinations has remained persistently low across most schools in the sub-county. This suggests that while transformational leadership positively influences teacher performance, other factors may be constraining improvements in student academic
outcomes.The significance of this study lies in its potential to inform school leadership practices and education policy in underperforming regions. By identifying intellectual stimulation as a critical lever for enhancing teacher performance, the findings offer actionable insights for educational leaders, policymakers, and stakeholders aiming to bridge the gap between leadership behavior and improved student outcomes. The study therefore recommends a holistic approach that combines effective leadership with broader systemic reforms to improve academic performance in Kilungu Sub-County