TD-Department of Business Studies (PhD)
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Item Open Access Succession Planning, Transformational Leadership and The Stability of Evangelical Churches in Nairobi City County, Kenya(PAC University, 2025-12-09) Omae Kepha NyamweyaThe 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.Item Open Access Strategic Leadership, Organisational Transformation, and Performance of Agribusiness Companies Listed at Nairobi Securities Exchange In Kenya.(PAC University, 2025-12-09) Joyce Wangui KamauThe 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.Item Open Access 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 JoelDespite 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%.Item Open Access Strategic Leadership Style And Clinical Innovation Adoption By Leaders In Nairobi's Public Referral Hospitals(PAC University, 2025-12-04) George G.KirigiThis 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 practiceItem Open Access 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 GaithoThe 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.