TD-Department of Business Studies (PhD)

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    Servant Leadership, Social Innovation, Market Entry Barriers and Sustainability of Pharmaceutical Distributors Targeting Informal Settlement Areas in Nairobi City County, Kenya
    (PAC University, 2024-08-14) Naomi Magunye Gaitho
    The pharmaceutical industry faces market access challenges and its sustainability has been least studied. This study investigated the effect of four components of servant leadership on sustainability of pharmaceutical distributors serving informal settlements in Nairobi City County, Kenya. The study also tested the mediated and moderating effects of social innovation and market entry barriers respectively on this relationship. The first four objectives focused on the effect of each of the four components of servant leadership, while objective five and six focused on the mediating and moderating effects respectively. Four theories anchored the study; namely, the Servant Leadership Theory by Robert Greenleaf, Leader -Member Exchange Theory, the Three-Cycle Model and the Triple-Bottom Line Model. The study adopted a positivist research paradigm which was deployed in the field through a descriptive cross-sectional survey research design. The population of the study was drawn from all pharmaceutical distributors in Nairobi serving informal settlement areas in Nairobi County and the respondents were managers working in those pharmaceutical distributors. 30 pharmaceutical distributors were targeted and a sample of 210 respondents was purposively obtained and provided primary data through a five-point Likert-Scale structured questionnaire The IBM SPSS AMOS software version 21 were used for analysis of both descriptive and inferential statistics. The research obtained a 80% response rate from respondents who had relevant work experience in the industry and had the minimum educational qualifications to work in the industry. The exploratory factor analysis extracted ten components for the servant leadership construct, two for social innovation and four for market entry barriers. For each of the extracted components, the reliability score satisfied the threshold of α=0.7 and the extent of adoption or practice reported at a level of high extent. The three components of sustainability were each attained to a level of high extent. The Confirmatory Factor Analysis (CFA) and path analysis indicated that the constructed paths fitted the data well and that Structural Equation Model (SEM) was suitable for testing the research hypotheses. Empathy and ethical servant leadership have a significant negative statistical effect on sustainability, while even though persuasive mapping and altruistic servant leadership have positive effect on sustainability, the effect is not statistically significant. Social innovation and market entry barriers significantly mediate and moderate respectively the relationship between servant leadership and sustainability. The study concluded that the manner in which servant leadership is deployed determines the extent to which it serves its catalytic role of driving the leadership process in bringing about desired outcomes and that it needs to be configured to serve the leadership process to direct followers to undertake social innovation for the purpose of addressing identified challenges resulting from market entry barriers that present entrepreneurial opportunities to which the core nature of servant leadership of serving others can be directed for exploiting so as to benefit organizations positively. The study raises implications on the need to compliment the Servant Leadership Model with other theoretical frameworks in its application. The study calls on scholars to support in enhancing understanding the nature and operation of servant leadership as well as the industry leaders to strengthen the capacity of staff through awareness programs on the nature and process of leadership. Even though the findings offer useful insights on the manner in which servant leadership can be applied to bring about positive organizational outcomes in an emerging economy context, the study calls for future research to extend the scholarship in the pharmaceutical industry by integrating other theoretical frameworks, emerging economy institutional contexts and adoption of mixed methods designs that permit use of both qualitative and quantitative data in a single study.
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    Strategic Leadership Style And Clinical Innovation Adoption By Leaders In Nairobi's Public Referral Hospitals
    (PAC University, 2025-12-04) George G.Kirigi
    This study examined how strategic leadership style affects clinical innovation adoption in Nairobi’s public referral hospitals. The general objective was to assess how strategic leadership style influences clinical innovation adoption, focusing on leadership capabilities, innovation-oriented attributes, managerial tendencies, and fostering organizational innovation. The study drew from transformational, visionary, transactional, and coaching leadership theories using a positivist approach and a descriptive, cross-sectional survey design. Data from 189 participants across four referral hospitals were collected via digital questionnaires and analysed with STATA Version 15.1. Results presented textually and visually revealed varying association coefficients, with leadership capabilities showing the strongest positive association (β = 0.2145, 95% CI [0.0512, 0.3777], p = 0.01). Innovation-oriented attributes and managers’ attitudes had negative coefficients, while organizational innovation strongly correlated with adoption leadership. The study highlights the crucial role of strategic leadership style in driving innovation and suggests that healthcare leaders should focus on developing leadership capabilities. Insights are valuable for managers, policymakers, and educators in shaping theory, policy, and practice
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    Transformational Leadership and the Moderating Role of Performance Management on Clergy Effectiveness In The Pentecostal Assemblies of God In Northern And Eastern Uganda
    (PAC University, 2025-12-04) Omara George Joel
    Despite their critical role in providing leadership to their congregations, many clergy in the Pentecostal Assemblies of God struggle to effectively fulfill their duties, leading to decreased member attendance, lower member participation, backsliding, and diminished outreach. Therefore, the primary objective of this study was to investigate the impact of transformational leadership and the moderating role of performance management on the clergy’s effectiveness in Pentecostal Assemblies of God in Northern and Eastern Uganda. The study was grounded in the theories of Transformational Leadership, Goal Setting, Path-Goal, and Redemptive Leadership. The study employed a convergent parallel mixed-methods design grounded in pragmatic philosophy. It sampled 311 clergy and obtained 236 participants from a population of 5,027, giving a response rate of 76%. The study employed a multistage sampling design and utilized 5-point Likert closed-ended and open-ended questionnaires to gather both quantitative and qualitative data. The quantitative data were analyzed using Stata version 18, while the qualitative data were analyzed using NVivo Version 14. The data analysis was conducted at three levels: univariate, bivariate, and multivariate. The univariate analysis comprised a frequency and percentage distribution table, the bivariate analysis included the pairwise correlation coefficient, and the multivariate analysis consisted of the hierarchical linear regression model. The pairwise correlation coefficient revealed a marginally significant positive correlation between clergy effectiveness and idealized influence, with a correlation coefficient of r = 0.3586. This suggests that idealized influence has a significant positive influence on clergy effectiveness. Individualized consideration significantly influenced clergy effectiveness, with a correlation coefficient of r=0.4766. Intellectual stimulation qualities, such as creativity, innovation, critical decision-making, abstract reasoning, and good cognitive functionality, enhance clergy effectiveness, positively influencing it as seen in the value of r = 0.3696. Lastly, inspirational motivation showed a moderately high correlation with clergy effectiveness, r=0.5037. This implies that leaders who demonstrate high levels of inspiration instigate higher clergy effectiveness. The Hierarchical linear regression model revealed that transformational leadership components account for 27% of the variation in clergy effectiveness, even in the absence of performance management factors. However, by adding a block of performance management, the coefficient of determination grew to 44%. Adding another block of background features saw the contribution grow to about 52%. This implied that performance management factors moderate the relationship between transformational leadership and clergy effectiveness by 23%.