TD-Department of Leadership Studies (PhD)

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Open Access
Influence Of Supportive Leadership on Inexperienced Nurse Leaders’ Work Performance in Central West Quality Satellite Zone Hospitals in Malawi: A Mixed Methods Study
(PAC University, 2024-08-15) Annie Mlasaanthu Namathanga
Nurses with inadequate clinical experience are increasingly assuming leadership roles as first-line managers due to the shortage of registered nurses in hospitals in Malawi. It is presumed that with support from senior nurses, inexperienced nurses can lead successfully. Research affirms the positive impact of Supportive Leadership (SL) on work performance. The objective of this research was to explore the influence of Supportive Leadership on Inexperienced Nurse Leaders' (INLs) work performance in Central West Quality Satellite Zone (CWQSZ) hospitals in Malawi. Mentoring, relationship building, team working and work environment were key constructs in SL. The study was underpinned by the path-goal leadership and the novice-to-expert nursing theories. The investigation used a convergent mixed methods design. The quantitative strand had a total population of 53 INLs and 42 Senior Nursing Officers (SNOs) all of whom were used as respondents in the study. Data was collected through survey questionnaires and analysed using descriptive and inferential statistics, employing the Statistical Package for the Social Sciences, Version 27.0. Homogenous purposive sampling was used to select 10 SNOs and 10 INLs for the qualitative strand. Data was collected through in-depth interviews and was analysed using Collaizi’s thematic method. Ethical approval for the study was granted by the Pan Africa Christian University Ethics Committee in Kenya and the National Commission for Science and Technology in Malawi. The results revealed that mentoring empowered INLs to lead, though it was executed inconsistently. Nurse leaders acknowledged the presence of social and work relationships in the wards. The relationships eased work, and the INLs felt supported. The wards had collaborative teams that enhanced the achievement of clinical goals. The work environment was conducive in some wards but not in others. The main challenges were a shortage of nurses, and material and financial resources. Statistical findings revealed the significant influence of mentoring (β=0.922, P < 0.001); relationship building (β=1.426, P < 0.001; team working (β=0.599, P < 0.001); and work environment (β=1.182, P < 0.001) on INLs’ work performance. Overall, Supportive Leadership had a significant influence on work performance (P < 0.001, R2 0.829). The findings will assist senior nurse practitioners, educators, and policymakers in understanding how best to support INLs taking on positions of leadership. The study suggests the development of an SL framework and mentorship tool for use by SNOs to promote INLs' work performance in CWQSZ hospitals in Malawi. The Ministry of Health should address the resource shortage hindering the successful implementation of SL. The study's findings contribute to the limited knowledge about SL in nursing practice. Further research could be conducted on the impact of other leadership styles on INLs’ work performance. The research could also be conducted on a large scale in all five quality satellite zones of Malawi and at different levels of nursing leadership.
Open Access
Mediating Effect of Innovation on The Relationship Between Leadership Style and Performance of Commercial Banks in Kenya
(PAC University, 2024-08-15) Evelyne Muriuki
Leadership is invaluable in creating sustainable outcomes while globally, banks have experienced turbulence necessitating innovation. The motivation to carry out this study stems from the fact that amid uncertainty, Kenyan banks’ performance has differed with some being more agile at embracing new ways of working faster than others and a search for understanding the leadership styles applied. Empirical literature reveals fewer studies undertaken on the subject in African and specifically, in the Kenyan context. Techniques used lacked the rigor to show the degree of input of leadership style and the clarity of combining different leadership styles and contribution to performance. The study sought to establish the effect of leadership style on performance of Kenyan commercial banks registered under the Central bank of Kenya while assessing the mediating effect of innovation on the relationship between leadership style and performance. Postulates of behavioral theory of leadership, transformational, authentic leadership and diffusion of innovation theories anchored the study, founded on epistemological position of pragmatism. A mixed method research orientation guided in the choice of a convergent parallel mixed research design which enabled collection of both quantitative and qualitative data. The sampling frame for the proposed study comprised all licensed Kenyan commercial banks as listed in the Central Bank’s directory of licensed commercial banks and mortgage institutions and applied a multistage sampling procedure. The study adopted registered commercial banks as the unit of analysis, while leadership at various levels of hierarchy in the bank was the unit of observation. A sample size of three hundred and sixty senior and middle level managers was obtained using proportionate stratified sampling. Pre-testing of the questionnaires was carried out on select leaders in the microfinance banks regulated by the Central Bank of Kenya to confirm that all the items were stated clearly and could be similarly interpreted by all respondents. Reliability was tested via internal consistency using Cronbach alpha yielding an overall score of 0.978. Questionnaires collected data from 352 commercial bank leaders in Nairobi, Kenya, while interviews with 15 selected members of senior management provided in-depth understanding to the constructs. Quantitative data was analyzed using SPSS (Version 23.0), Atlas.ti 7 software was used for qualitative analysis and data presented using tables and charts. Findings showed transformational (β#0.247, P=0.000) and authentic leadership (β=0.267, P= 0.000) have a significantly positive influence while transactional leadership (β =-0.259, P =0.000) has a significantly negative influence on performance of commercial banks. Innovation partially mediated the relationship between leadership style and performance of commercial banks in Kenya as tested via the Baron and Kenny (1986) model. The beneficiaries of the study are policy makers, regulators, and organizational leaders particularly in the financial sector and it recommends commercial banks focus on leadership development programs emphasizing transformational and authentic leadership practices while encouraging soft HRM, situational and collaborative approaches to support innovation resulting in improved performance. Secondly, leaders in commercial banks should invest returns and devise products to reach the unbanked while prioritizing information security to curb fraud. Thirdly, studies could be conducted on financial players mediated by other innovation types like agency banking. Lastly, longitudinal studies could be undertaken over periods beyond five years to determine long-term effect of leadership style and political interference or mergers and acquisition of commercial banks on their performance.
Open Access
Influence Of Leadership Styles and Capacity Development on The Performance of Agricultural Enterprises in Selected Counties in Kenya
(PAC University, 2024-08-15) Geoffrey Rogito Nyamoita
A performance evaluation of agricultural enterprises in Kenya was conducted to assess the influence of leadership styles and capacity development. The study adopted a pragmatism philosophy using an explanatory sequential mixed methods approach. The assessment of agricultural enterprises' performance encompassed financial and nonfinancial indicators. The research achieved its overarching aim by assessing the influence of four leadership styles and capacity development initiatives on the performance of agricultural enterprises in Kenya. The Systems, Path-Goal, Situational Leadership and Transformational Leadership Theories guided the study. The study evaluated the influence of Transformational, Transactional, Democratic and Autocratic leadership styles on the Performance of Agricultural Enterprises in Kenya. The moderating influence of Capacity Development on the relationship between Leadership Styles and the Performance of Agricultural Enterprises in Kenya was assessed. An explanatory sequential mixed methods approach was adopted using a cross-sectional survey design to collect quantitative and qualitative data. Quantitative data were gathered using closed ended questionnaires, while qualitative data were gathered using interview and focus group discussion guides. For the quantitative study, a stratified random sample of 222 leaders and employees was selected from a population of 525 leaders and employees drawn from a census of 105 agricultural enterprises. Qualitative data drew a sample of 40 respondents. Quantitative data was analysed using descriptive and inferential statistics as provided in Statistical Package for the Social Sciences (SPSS) Version 28.0.1. Using multiple linear regression analysis, the five null hypotheses were tested based on the pvalues of the standardised beta coefficient at a 95% confidence level. The study's findings indicate that agricultural enterprises in Kenya perform better under Transformational (β=0.481), Transactional (β=0.673), and Democratic (β=0.222) leadership styles but are adversely affected by Autocratic leadership (β=-0.217). The study revealed that the performance of agricultural enterprises in Kenya is significantly moderated by capacity development. Agricultural enterprises should adopt appropriate leadership styles to stimulate team innovativeness. The study recommends the implementation of capacity development initiatives by National and County governments, donors and capacitybuilding organisations to enhance the performance of agricultural enterprises in Kenya.
Open Access
Transformational Leadership, Soft Human Resource Approach and Millennial Workforce Engagement in International Non-Governmental Organisations in Nairobi, Kenya
(PAC University, 2024-08-15) Lucas N. Mburu
Engaging the Millennial Workforce presents a significant hurdle for leaders and human resource professionals, as majority of Millennials are actively open to new job prospects at any point. Unlike previous generations, Millennials exhibit distinct work patterns that create an ongoing, unsettled concern within the field of leadership. The purpose of this study was to investigate the influence of transformational leadership and soft human resource approach on Millennial Workforce engagement in international non-governmental organisations in Nairobi, Kenya. The objectives were: to establish the direct effect of individualised consideration, idealised influence, inspirational motivation, and intellectual stimulation on Millennial Workforce engagement, and to test the mediating role of soft human resource approach on the relationship between transformational leadership and Millennial Workforce engagement in INGOs within Nairobi Kenya. The study was anchored on Transformational leadership theory, supplemented with Theory Y, Self-determination theory, and Work engagement theory. The researcher adopted pragmatism lens. Convergent-parallel mixed methods research design was used. The target population was Millennial Workforce in 251 INGOs in Nairobi. Systematic sampling was used to select 32 participating INGOs while purposive sampling was used to select a sample size of 384 employees aged 28-43 years. Data was collected using a structured questionnaire comprising of Multifactor Leadership Questionnaire, Utretch Work Engagement Scale, and a researcherdeveloped Soft Human Resource Likert Scale. The data was processed using SPSS.Hypotheses were tested using multiple linear regression modelling and mediator analysis. Qualitative data was analysed using thematic analysis method by aid of Nvivo software. Results revealed that intellectual stimulation had the highest statistically significant explanatory power on Millennial Workforce engagement (R2=.210, p<.01), followed by individualised consideration (R2=.208, p<.01), idealised influence (R2=.192, p<.01) and lastly, inspirational motivation (R2=.186, p<.01). Regression analysis depicted partial mediation as the association between transformational leadership and Millennial Workforce engagement remained statistically significant but diminished in strength from β=.493(<.01) to β=.282(<.01) upon the introduction of soft HR approach. Thus, the null hypotheses were rejected and inference drawn that transformational leadership significantly influenced Millennial Workforce engagement and Soft HR approach significantly mediated the relationship between transformational leadership and Millennial Workforce engagement. The findings were corroborated by thematic analysis of qualitative interviews which identified individualised consideration as the most outstanding dimension of transformational leadership. The common theme across the qualitative responses was the enhancement of team morale through the recognition and utilization of each team member's unique strengths and aspirations when assigning tasks or responsibilities. The study depicted the emergence of a rank order among the dimensions in terms of explanatory power on Millennial Workforce engagement. It also confirmed the mediating role of a soft human resource approach in the relationship between transformational leadership and Millennial Workforce engagement. The study recommended that human resource teams in INGOs should invest in leadership development programs that specifically target the enhancement of transformational leadership skills
Open Access
Effects Of Organizational Culture on Instructional Leadership and Student’s Academic Performance in Selected Public Secondary Scholls in Kirinyaga and Nyeri Counties, Kenya
(PAC University, 2024-08-14) Michael Mwangi Waraga
Instructional leadership is increasingly viewed as important for transforming schools into positive learning environments, enhancing the quality of instructional processes, and promoting a school culture where students can achieve their full potential. This study investigated the relationship between instructional leadership practices and student performance in public secondary schools in Kirinyaga and Nyeri Counties, Kenya. The specific objective of the study was to examine the effect of the school mission, curriculum management, and learning environment on student academic performance. Additionally, it examined how school organizational culture moderates the relationship between instructional leadership and students' academic performance. The pragmatic research philosophy guided the study. The target population for the study included principals, teachers, and students in forms three and four in public secondary schools in Kirinyaga and Nyeri Counties. A sample of 809 participants, comprising 37 principals, 374 teachers, and 398 students, was selected using a stratified random sampling procedure and Yamane's (1967) formula. The response rate for the study included 30 principals, 331 students, and 305 teachers. Qualitative data was obtained using interviews and analyzed through thematic analysis. Quantitative data was obtained using close-ended questionnaires and analyzed through descriptive and inferential statistics. The study found that the performance of public secondary schools in the selected counties was below average and was affected by the existing instructional practices. Study results indicate that instructional practices used by school heads had a significant influence on student academic performance. Each independent variable, including school mission, curriculum management, and learning environment, was found to significantly influence academic performance (p<0.05). The study also found that student academic performance could be improved by ensuring adherence to the school mission statement, effective implementation of the curriculum, and creating a positive learning environment. Also, the school's organizational culture was found to moderate the relationship between instructional practices and student academic performance. The impact of the moderating variable was found to be significant, with p<0.05. The findings imply that instructional practices adopted by school principals are likely to have a more significant influence on student academic performance in institutions with healthy and supportive organizational cultures. The study recommends that school principals adopt practices that would create a positive learning environment and result in an organizational culture supporting learning.
Open Access
Teacher Transformational Leadership Practices and Their Implications on Students’ Academic Performance in Selected County Secondary Schools in Kirinyaga.
(PAC University, 2024-08-14) Jane Muriuki
This study sought to determine the implications of teacher transformational leadership practices on students' academic performance in selected secondary schools in Kirinyaga County. The specific objectives were to determine the effect of teachers' idealized influence practices, individualized consideration practices, inspirational motivation practices, and intellectual stimulation practices on students' academic performance in selected County secondary schools in Kirinyaga County. This study was underpinned by transformational leadership theory, instructional leadership theory, and Walberg's Theory of education. The study adopted a pragmatic research philosophy and a convergent mixed-methods design. The population was 10,388 individuals from 22 county secondary schools in Kirinyaga County. The study adopted a stratified sampling method where 377 respondents were selected. Qualitative data was collected using semistructured interviews and focus group discussions, while quantitative data was collected using survey questionnaires. Nvivo Version 14 was used to analyze the qualitative data, while descriptive statistics and simple linear regressions were employed to analyze quantitative data using SPSS version 28. Descriptive findings demonstrated that many teachers agreed that transformational leadership practices are essential in fostering the school's academic performance. Idealized practices, individualized consideration, teachers' inspirational motivation, and intellectual stimulation had positive and statistically significant implications on students' academic performance. The descriptive and inferential results were supported by qualitative findings that teacher transformational leadership exhibited by teachers fosters students' academic performance. The study concludes that transformational leadership is essential in enhancing the teaching and learning experience in secondary schools. The practical implication of the study is that transformational leadership practices through teachers' idealized influence practices, individualized consideration practices, inspirational motivation practices, and intellectual stimulation practices are essential in the management of secondary schools and, hence, students' academic performance. Transformational leadership practices among teachers should be cultivated through mentorship programs organized in schools in conjunction with the Ministry of Education, Kenya Association of Education Administration and Management, leadership experts, and teachers' associations. In addition, teachers should be encouraged to engage in inservice training to enhance their leadership skills.
Open Access
Role of Transformational Leadership, Collaboration and Macr-Environmental Factors on Performance Contracting Process in Road Agencies in Kenya
(PAC University, 2024-08-14) John Ngatia Githui
Health should address the resource shortage hindering the successful implementation of SL. The study's findings contribute to the limited knowledge about SL in nursing practice. Further research could be conducted on the impact of other leadership styles on INLs’ work performance. The research could also be conducted on a large scale in all five-quality sate Leadership in organizations has a critical and central role in assisting teams and members to face challenges and work towards realizing set organizational goals and targets. Leaders in organizations are expected to promote changes through vision, mission and strategies that are beneficial to organizations. This study entailed a diagnostic analysis of the influence of transformational leadership on performance contracting process in road agencies in Kenya. Research objectives were; to determine the influence of transformational leadership, in reference to its four I’s which were idealized influence, inspirational motivation, intellectual stimulation and individualized consideration on performance contracting process in road agencies in Kenya. Additionally, the study investigated mediating and moderating roles of collaboration and macro-environmental factors respectively to the relationship between transformational leadership and performance contracting process in these organizations. The theories that guided the study included transformational leadership theory, new public management theory, public value theory and system theory. The research adopted pragmatism philosophical framework and descriptive research design. The target population for the research was all staff members in top management (job group 1 and 2) and other officers in job group 5 (five) and above for the three road agencies in Kenya. The study adopted the three (3) road agencies in Kenya as units of analysis which included Kenya National Highway Authority (KeNHA), Kenya Urban Roads Authority (KURA) and Kenya Rural Roads Authority (KeRRA). The target population was approximately 1519 for the three road agencies with a sample size of 214 respondents. Descriptive and inferential statistics were used for data analysis where regression was computed to determine correlations and relationships between independent and dependent variables. Hypothesis testing was done at 5% significance level using the multiple linear regression model. Observed results indicated that transformational leadership with its four elements which included idealized influence, inspiration motivation, intellectual motivation and individualized consideration were practiced in the three road agencies in Kenya. All null hypotheses were rejected as p values obtained were less than p<0.05 threshold of significance level and the study concluded that the three elements of transformational leadership which were idealized influence, intellectual stimulation and individualized consideration had a significant influence on performance contracting process in road agencies in Kenya when regressed together. All the four elements of transformational leadership when regressed individually, were noted to have significant influence on performance contracting process and the related outcomes. The relationship between transformational leadership and performance contracting process in road agencies in Kenya was noted to be partially mediated by collaboration as p value was (p< 0.05). Macro-environmental factors such as political, economic and environmental factors were noted to have a moderating influence on the relationship between transformational leadership and performance contracting process in road agencies in Kenya as p <0.005. The study recommended that policy makers in road agencies should develop and implement programmes that are aimed at mentorship, training, capacity building and establishing appropriate leadership in place to inspire and motivate their employees to perform their tasks and duties as assigned in the performance contracting process. The study identified further areas of research as overall organizational performance, operationalization of other variables such as organizational culture, leadership styles, strategies and other moderating or intervening variables lite zones of Malawi and at different levels of nursing leadership.
Open Access
Collaborative Leadership, Environmental Dynamism, And Performance of Insurance Companies in Kenya
(PAC University, 2024-08-14) Gilbert Atuto Ang’ana
Contemporary organizations face complex challenges in various aspects of performance, including service quality, environmental and social governance, internal operations, innovation optimization, and financial efficiency. The scholarly inquiry into how leadership impacts organization performance has gained considerable attention but performance concerns are still persistent. This study aimed to investigate the effects of collaborative leadership and environmental dynamism on the performance of insurance companies in Kenya. To achieve this, five specific objectives were outlined: to explore the influence of collaborative leadership on performance, to establish the effect of authentic relationships on performance, to investigate the effect of leaders' behaviour on performance, to assess the effect of top echelons support on performance, and to determine the moderating effect of environmental dynamism on the relationship between collaborative leadership and performance of insurance companies in Kenya. The objectives had corresponding hypotheses, which were stated and tested. The theoretical framework was primarily drawn from Distributed Leadership, Social Constructivism, and Leader-Member Exchange theories. A pragmatic research paradigm and convergent mixed-methods design were used to engage 642 managers within the insurance companies in Kenya. In Quantitative design, a stratified proportionate random sampling technique was applied, resulting in 240 participants. Of these, 217 completed a structured questionnaire, achieving a response rate of 90.4%. Quantitative analysis involved descriptive statistics, correlation analysis, and regression models. In qualitative design, purposive sampling of 12 CEOs from 42 insurance companies was applied, with 11 CEOs consenting to semi structured interviews (a 91.6% response rate). Thematic analysis was used to analyse the qualitative data. Quantitative findings revealed a moderate effect of collaborative leadership on performance (R=0.457), explaining 20.9% (R2=0.209) of performance variation in insurance companies. The components of collaborative leadership—authentic relationships (B=-0.385; p=0.011), leaders' behaviour (B=0.167; p=0.143), and top echelons support (B=0.634; p=0.001)—each had varying effects on performance. Furthermore, although environmental dynamism enhanced the explanatory power of the relationship between collaborative leadership and performance (R2=0.263), the interaction variable showed no significant moderating effect (B=-0.139; p=0.65). The integrated findings converged on the effects of collaborative leadership and environmental dynamism on the performance of insurance companies in Kenya. This study contributes to the scholarly knowledge on collaborative leadership by presenting a collaborative leadership framework that integrates environmental dynamism, collaborative leadership actors and attributes and aligns with essential organization outcomes that drive the optimal performance of insurance companies. Its implications extend to policy-making, providing guidance for fostering collaborative leadership in insurance companies and adapting to evolving environmental dynamism for enhanced performance. In conclusion, the performance of insurance companies in Kenya can be explained by collaborative leadership and environmental dynamism. This study serves as a valuable resource for academia and industry stakeholders, paving the way for future research on collaborative leadership in various organizational contexts, particularly utilizing approaches like the convergent mixed-method design employed in this study.
Open Access
Effects of Authentic Leadership on Governance in Kenya: A Case Study of Five County Referral Hospitals
(PAC University, 2024-08-14) Mutemi Eunice Nduku
Authentic leadership has garnered significant attention for its potential impact on organizational governance, particularly in hospitals. This study examined the effects of authentic leadership on governance in five county referral hospitals in Kenya during the post-devolution period, which faced implementation challenges that influenced leadership and governance outcomes. The devolution, driven by the 2010 Kenyan constitution, transferred certain services from the national to the county level. Despite the recognition of authentic leadership as an effective style, its impact on the governance of health institutions in Kenya has been inadequately explored. This research aimed to assess how authentic leadership affects governance, focusing on five referral hospitals across five counties. Specific objectives included evaluating the effects of self-awareness, internalized moral perspective, balanced processing, and relational transparency among County Health Management Teams and healthcare leaders. Additionally, the study investigated the moderating effect of leadership efficacy on hospital governance. The study was anchored on authentic leadership theory, ethical leadership theory, and governance theory, employing a pragmatism philosophy with a cross-sectional research design. The target population comprised 1926 County Health Management Teams and healthcare leaders from hospitals in Kiambu, Narok, Kwale, Makueni, and Kajiado counties. Using purposive sampling, a sample size of 396 was realized. Data was collected using semi-structured questionnaires, yielding a 97% response rate. Validity and reliability were confirmed, with an overall reliability score of 0.960. Data analysis included demographic information, descriptive characteristics, and inferential statistics, presented in tables and figures with ethical considerations observed. Findings indicated that self-awareness (β = 0.313, ρ<0.05), balanced processing (β = 0.239, ρ<0.05), and relational transparency (β = 0.691, ρ<0.001) significantly impacted governance, while internalized moral perspective did not (β = 0.101, ρ>0.05). The moderating effect of leadership efficacy was supported (β = 0.169, ρ<0.001). The study concluded that leadership in County referral hospitals should embrace self-awareness, balanced processing, and relational transparency to enhance governance. Leadership efficacy is crucial for daily operations, and further research is needed to explore the application of internalized moral perspective. The study recommends policy development at the ministerial level to support authentic leadership practices and further research in other counties for comparative analysis.
Open Access
Leadership Process, Followership, Organizational Context and Effectiveness in Freight Forwarding Firms in Nairobi City County, Kenya
(PAC University, 2024-08-14) Ndonye Davies Mutuku
High uncertainties in the 21st century globalised business environment are forcing many organizations to consider every possible way to increase effectiveness. Previous studies have identified challenges facing freight forwarding firms in Kenya, which include high operational costs, poor co-ordination, and rapid developments and insecurity in information technology. Literature on organizational leadership has neither addressed the dimensions of effectiveness of freight forwarding firms nor empirically tested the dimensions used by the practicing firms. Previous research has also concentrated on organizational performance as the dependent variable. There is lack of empirical investigation linking leadership process with effectiveness among freight forwarding firms. This study sought to investigate the effect of leadership process on the effectiveness of freight forwarding firms in Nairobi City County, Kenya. Specifically, it assessed the effect of leadership process elements, namely tactical, strategic, and situational influence on the effectiveness of the freight forwarding firms. It also sought to establish the mediating and moderating effect of followership and organizational context respectively on the relationship between leadership process and organizational effectiveness. Theoretical pillars of Leader-Member Exchange Theory, Situational Leadership Theory, Institutional Theory, Balanced Scorecard Model, and Structuralism Theory anchored the study. From a pragmatic philosophical view, the study adopted explanatory sequential design. The target population was 400 freight forwarding firms practicing in Nairobi City County, out of which 92 were selected using simple random sampling technique. The response rate was 84.06% for quantitative data with 232 questionnaires returned. Ten key informants from 10 selected freight forwarding firms took part in in-depth interviews. Descriptive statistics used were the means and standard deviation, while regression analysis was used to test hypotheses. In extracting factors for the study variables, factor analysis was used. Qualitative data was analysed thematically. Results indicated that organizational effectiveness correlated with tactical influence, strategic influence and situational influence at (r=0.295, p<.001), (r=0.275, p<.001), and (r=0.364, p<.001) respectively. Its correlation with followership and external organizational context was (r=0.341, p<.001) and (r=0.313, p<.001) respectively. Regression results established that tactical influence, strategic influence and situational influence have a significant positive effect on the effectiveness of the freight forwarding firms. Followership was found to have a significant partial mediating effect, while external organizational context had a significant moderating effect on the relationship between leadership process and firm effectiveness. The study findings extend previous research by integrating the set of attributes of leadership process applicable to the freight forwarding sector. It recommends that management should entrench effective leadership process in their firms through active deployment of tactical, strategic and situational influence strategies and practices to generate the right followership capabilities and organizational contexts for effectiveness. Government policies should aim at promoting collaborative approaches with partners in the supply chain network for general effectiveness. The study calls on future research to expand the methodological and contextual scope. The effect of other forms of influence strategies such as motivation and idealized influence on organizational effectiveness can also be investigated.
Open Access
Change Leadership, Leadership Efficacy Organizational Culture and Transformation of the Kenya Police Service
(PAC University, 2019-07) Mutungi, Musyoki Meshack
The Kenya Police Service is undergoing a process of organizational transformation in order to change itself to a more accountable, transparent, humane and responsive organization with a view to ensuring that its operations are congruent with the current Kenya Constitution. Previous studies have shown that, the performance of the Kenya Police Service lacked efficiency, transparency and accountability. Further, the studies have shown that, the Kenya Police Service is characterized by low morale, indiscipline and questionable integrity, a situation which affects employees’ performance. Additionally, a lot has changed in the global arena in terms of policing practices and hence the need for a paradigm shift which aims at realizing global policing competitiveness. There has been a great need to engage the leadership of the Kenya Police Service in open discussions for the purpose of looking for ways of strengthening this important security organization and its oversight mechanism as it is provided for in the constitution. Subsequently, this study looked at the effect of change leadership, leadership efficacy and organizational culture on organizational transformation within the Kenya Police Service. The theories used to underpin the study included Kurt Lewin’s three stage of change leadership Theory, Social Cognitive Theory for leadership efficacy and Edgar Schein’s Theory of organizational culture. The study adopted a Descriptive Explanatory design, using quantitative method. The target population of the study was 1349 respondents who comprised Police officers based at Police Headquarters. The sample size was 309 respondents, a figure that the study arrived at using proportional allocation through a stratified sampling method. Subsequently, that sample size was used in availing information through a questionnaire which was the research tool. This research provides useful information regarding the Transformative agenda which is being undertaken by the leadership within the Kenya Police Service. Further, the results have also indicated that, organizational culture has a moderating effect on change leadership and leadership efficacy as far as the transformation of the Kenya Police Service is concerned. Subsequently, the study highlighted the best practices in organizational transformation within the Kenya Police Service. It recommended that, in order to realize effective organizational transformation, there is need for continued change leadership for the purpose of ensuring that the set goals and objectives of the institutional transformation are achieved.
Open Access
Leadership Strategy, resource orchestration, firm size, and organisational resilience among listed banks in Kenya
(PAC University, 2022-06) Ahmed Eltigani Mohamed Ali
This study aimed to investigate the mediating role of resource orchestration and the moderating effect of firm size on the relationship between leadership strategy and organisational resilience among listed banks in Kenya. The research applied a convergent-parallel mixed-methods design following the pragmatist paradigm. Quantitative data were gathered using a questionnaire administered to 277 respondents. In-depth interviews were held with 13 former senior-level bankers. These were further supplemented with document analysis of 96 statements of board chairpersons and CEOs retrieved from the annual reports of the 12 listed banks. Quantitative data were tested for normality, heteroscedasticity, and multicollinearity. Overall, model health was assessed by conducting exploratory and confirmatory factor analyses. Composite reliability and discriminant and convergent factor validities were evaluated by obtaining Cronbach’s alpha, normed fit indices, and goodness-of-fit measures. Quantitative data were analysed in SmartPLS version 3 using partial least squares structural equation modelling and standardised root mean square residuals. Interview data were analysed using thematic analysis, and data from annual reports were analysed using content analysis. The inferential statistics showed a significant and positive direct path between leadership strategy and organisational resilience (=0.828, t=31.885, p<0.05; R2=0.685), a significant and positive mediating path for resource orchestration between leadership strategy and organisational resilience (R2=0.834, Z=9.228, p<0.05), a non-significant moderating path for firm size between leadership strategy and organisational resilience (β=0.032, p>0.05), and a non-significant moderated mediation path for firm size and resource orchestration between leadership strategy and organisational resilience (β=.053, p>0.05). The qualitative findings largely corroborated the inferential results. The study recommended a regular review of the corporate guiding principles and implementation of senior management stress testing programmes. It advocated for the inclusion of resilience awareness in staff development policies and the maintenance of an organic pipeline for internal human resource growth. The study further called for an intra-organisational knowledge cross-fertilisation and promulgation of post-crisis transformation strategies to mitigate human and psychological costs. In terms of knowledge contribution, the research empirically validated leadership strategy as an emergent paradigm in the evolution of leadership theory. It also proposed Resource orchestration pecking order model, organisational resilience continuum model, and banking system resilience model as distinct additions to knowledge.
Open Access
Nexus Between Inclusive Leadership and Organizational Commitment: A Case of National Police Service, Kenya
(Pan Africa Christian University, 2020-04) Mbugua, Charles
Open Access
Ethical Leadership and County Governance in Kenya: A Case Study Study of Uasin Gishu County
(Pan Africa Christian University, 2020-07) Kosgey, Henry Kiprono
Open Access
Value-Based Leadership and its Implication for Citizenship Education in Preschool Institutions in Kajiado North
(Pan Africa Christian University, 2020-09) Sambu, Joseph K
Open Access
Empowering Public Institutions to Promote Good Governance for Sustainable Development: A Case Study of the National Parliament, Democratic Republic of Congo(DRC)
(Pan Africa Christian University, 2020-10) Yoka, Tengu
The National Parliament is the backbone of every nation and the foundation upon which good governance, a prerequisite for sustainable development, is built. It is only when the institution is strong, empowered, respected, and functional that it is going to work effectively. The Democratic Republic of Congo (DRC) is a wealthy nation, with vast natural resources that include cobalt, copper, diamonds, gold, arable land, and forests, among others. Yet, the country is regarded among the poorest nations in the world. Bad leadership practices and poor governance in the DRC have resulted in low levels of development. The National Parliament has failed to effectively play its role. This case study sought to examine how the National Parliament can be empowered to promote good governance practices for the sustainable development of the Democratic Republic of Congo. The study had five objectives: (1) to identify relevant dimensions of institutional empowerment of parliament in the Democratic Republic of Congo; (2) to establish stakeholder views on the state of the elements of empowerment in the Democratic Republic of Congo; (3) to identify leadership practices considered to have affected institutional empowerment/governance of parliament in the Democratic Republic of Congo; (5) to establish stakeholder views on the level of development in the Democratic Republic of Congo; and (5) to make recommendations based on the findings of the study. Data was collected using 40 one-on-one in-depth interviews, four focus group discussions, and observations. The findings show a powerless, manipulated National Parliament, lacking respect and the autonomy to work independently. Recommendations are given to strengthen the institution to ensure it promotes good governance practices that are vital for sustainable development.
Open Access
Servant Leadership, Internal Environment and Performance of the Full Gospel Churches of Kenya, Meru Region
(Pan Africa Christian University, 2020-07) Mbogori, Zakayo Muriuki
This study was carried out to examine the influence of servant leadership on an organization’s performance. The study sought to determine and establish the influence of servant leadership of the internal environment on servant leadership on the performance of the Full Gospel Churches of Kenya in Meru region. The study was informed by servant leadership, contingency, stewardship and institutional theories. The study used a descriptive cross-sectional survey research design using quantitative approach. The population of the study included all the leaders from the Full Gospel Churches of Kenya within the Meru region found in the Church constitution as at 1st April 2018. A stratified random sampling was applied on the study population and arrived at a sample size of 97 respondents. Primary data was collected using questionnaires which were administered to the study population. Data analysis was done descriptively and inferentially. Data presentation was done using figures and tables. The study found out that servant leadership had (p<0.05) had a significant effect on the performance of the Full Gospel Churches of Kenya in Meru region. The Internal environment (p<0.05) has a significant effect on servant leadership of the Full Gospel Churches of Kenya in Meru region. Internal environment and servant leadership (p<0.05) had a significant effect on organizational performance. The study concludes that servant leadership and internal environment have a significant effect on performance of the Full Gospel Churches of Kenya in Meru region. The study recommends that all Churches in Kenya should consider embracing servant leadership and improve on their internal environment in order to strengthen and improve on their performance.
Open Access
Relationship Between Emotional Intelligence and Organizational Leadership Among NGOs in Nairobi County, Kenya
(PAC University, 2021-07-06) N'gan'ga, Clement Kamaru
There seems to be an unclear relationship between leadership and emotional intelligence (EI). There is need to understand, clarify, and explain the concept of EI and its influence in the development of effective leadership and management in NGOs in Kenya based on the leadership challenges that they are facing. The primary objective of this study was to establish the relationship between EI and organizational leadership among NGOs in Nairobi County, Kenya. The specific objectives were: to examine the relationship between self-awareness as a component of EI and organizational leadership in NGOs in Nairobi County; to determine the relationship between self-regulation as a component of EI and organizational leadership in NGOs in Nairobi County; to establish the relationship between self-management as a component of EI and organization leadership in NGOs in Nairobi County; and to assess the relationship between relationship management as a component of EI and organization leadership in NGOs in Nairobi County. The study is anchored on three theories: Emotional Intelligence theory; Experiential Learning theory, and Transformational Leadership theory. The study employed a correlational study design to establish the relationship between EI and organization leadership among NGOs in Nairobi County. The study’s target population was the top management and employees of NGOs located in Nairobi County. According to 2018 data from the NGO Coordination Board, there were 708 NGOs in Nairobi County. Simple random sampling was used to select them. Purposive sampling technique was used to select the Heads of Departments. From every organization, the study sampled one Head of Department, bringing the total to 213 of them. Questionnaires were based on Goleman’s Emotional Competence Inventory (ECI). Scoring for the questionnaire was based on Leadership Assessment and Emotional Intelligence scale. Reliability was done using the split-half technique and Reliability Constance was established through Cronbach Alpha. The collected data was coded and analysed using SPSS version 25. The collection of primary data was done using a structured questionnaire that was administered to the respondents. The study tested the regression and correlation models to ascertain the extent to which each independent variable of EI affected NGO’s organizational leadership. The statistical significance level was set at p<0.05. The findings of the study indicate that: There is a relationship between self-awareness and organizational leadership in NGOs in Nairobi County; Self-regulation has a statistical significance relationship with organizational leadership in NGOs in Nairobi County; Relationship management has a statistical significance relationship with organizational leadership in NGOs in Nairobi County; and self-management has a statistical significance relationship with organizational leadership in NGOs in Nairobi County. The study recommends that there is a need for the application of more EI aspects within the leadership of NGOs. There is a need for leadership training with an emphasis on programs that promote the development of EI.
Open Access
Effect of Shared Leadership and Emotional Intelligence on Church Growth in Pentecostal Churches In Kenya
(PAC University, 2021-07-06) Nzeng'e, Daniel Munyoki
Despite the known effect of shared leadership and emotional intelligence on education and health, little is known regarding shared leadership and emotional intelligence on church growth. The main objective of this study was to assess the effect of shared leadership and emotional intelligence on church growth in Pentecostal churches in Kenya. Empirical literature in this study provided the basis for the study gap. The Theoretical Framework provided the roadmap for the study. Theories guiding the study were shared Leadership Theory, the Goleman theory of Emotional Intelligence, the Social Identity Theory and Mead’s Theory of Church Growth. The descriptive survey design targeted 1235 pastors and 1210 church elders in Pentecostal churches in Machakos, Murang’a, Kajiado, Nakuru and Nairobi Counties under the umbrella of Evangelical Alliance of Kenya (EAK). The study employed simple random, purposive and stratified sampling techniques. Sample size was 245 respondents. The philosophical underpinning of the study was pragmatism research philosophy. Testing for reliability used the Cronbach’s Alpha with a coefficient of 0.6 and above being considered acceptable. Validity of the research instruments was safeguarded through face construct and content validity. The study employed convergent mixed method design approach, which had open ended and closed ended questionnaires. Focus group discussion was also employed to gather qualitative data. Descriptive, correlation and multiple regression analysis used Statistical Package for Social Sciences (SPSS) and STATA. The results revealed that shared leadership and emotional intelligence had a positive correlation with church growth. Church members’ empowerment had the strongest significant relationship with church growth with a correlation co - efficient of 0.342, p 0.05. Regression analysis results revealed that shared leadership and emotional intelligence significantly affected church growth in Pentecostal churches in Kenya. Results further established that diversity and inclusion did not moderate the correlation between emotional intelligence and church growth. Ethical consideration was ensured by seeking permission from Pan Africa Christian University and the National Commission for Science, Technology and Innovation (NACOSTI). The study added to the body of knowledge in church leadership practices in Kenya. The implication of the findings has been discussed and appropriate pastoral leadership practice recommendations made to inform the work of Church leaders and other Para Church workers.
Open Access
Strategic Leadership, Organizational Culture, and Performance of the Land Administration Function in Kenya
(Pacuniversity, 2021-07-06) Oloo, Martin O.
Kenya's land administration function is dispersed across the Ministry of Lands and Physical Planning and the National Land Commission. The function is uncoordinated, bureaucratic, costly, undemocratic, and vulnerable to corruption. Many clients experience lengthy delays in processing land related procedures. Arising from the uncoordinated and inadequate service delivery in the land administration function, strategic leadership, which involves the capability of leaders to influence decision making among their followers in an organization, is offered as a necessary tool to improve performance. This research study sought to investigate the relationship between strategic leadership and performance of the land administration function. The broad objective was to assess the moderating effect of organizational culture on the relationship between strategic leadership. Specific objectives were to assess the effects of strategic thinking, leading change, strategic direction, and development of core competencies. The study considered the relevance of five theories: Strategic Leadership Theory, the Upper Echelons Theory, Resource-based View Theory, Transformational Leadership Theory, Human Capital Theory, and the SERVQUAL modelto explain the relationship. The research paradigm was pragmatic to justify the ontological and epistemological approach to the study. Inferential and descriptive statistics were used to analyse quantitative data with the help of Statistical Package for Social Sciences (SPSS version 22). The study reported that organizational culture had a moderating effect on the relationship between strategic leadership and performance of land administration function in Kenya. Specifically, strategic thinking, leading change, strategic direction, and the development of core competencies have positive and a statistically significant effect on the performance of the land administration function in Kenya. The study provides information to policymakers in the land sector in Kenya to consider the use of strategic leadership and organizational culture tools to develop strategies to improve service delivery, procedures, and processes in land administration. The study also provides information that can be used by other researchers and academicians in literature review and in the identification of research gaps. In addition, the study found that strategic leadership explains 35.9% of the performance of the land administration function, and hence the need for further research to understand other factors that affect the performance of the land administration function in Kenya.