An Evaluation of Leadership development strategies of coaching and mentoring on succession planning within evangelical churches of Kenya
Date
2023-07-25
Authors
Mang'eli Sammy Kent
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Publisher
PACU
Abstract
Leadership development and succession planning within the Church movements has been an issue of critical interest to Christians, mainly because of the weight with which spiritual leadership is viewed by humanity. Despite this importance, the pattern of leadership development and succession planning observed globally in most evangelical churches, have been characterized as dynastic succession. This study sought to evaluate the leadership development strategies, with an emphasis on Coaching and Mentoring, and their effect on succession planning in Evangelical churches in Kenya. To examine the phenomenon under study, the study applied the skill-based theory of leadership as well as the continuity and discontinuity perspectives in succession planning theory to define and test the theories within the Evangelical Churches in Kenya. The study applied a descriptive research design which guided on the research questions, data collection methods, and analysis. This research appliedthe mixed methods approach to collect both quantitative and qualitative data. There are 40 registered mainstream Evangelical churches in Kenya with over 300 branches: this formed the target population of the study. Through multistage sampling approach, the study purposively captured, using homogeneity sampling, 10 duly registered operational churches from three of Kenya’s 4 city counties using set characteristics in line with the research questions, objectives and design. This sub strata of churches have a total of 198 branches with each branch led by a lead pastor. It is from this sub strata of churches that a sample of 20 branches from each of the churches was sampled for pre-test of the study in order to deliver desired reliability and validity of the instruments. This used a proportionate approach where the number of branches picked was directly proportional to that in each church. In line with purposive sampling, the study picked on 75% of the remaining 178 churches as the sample for the study with the number enhancing robust organizational decision making. From each of the purposively picked 135 branches with proportionate representativeness of each church, the lead pastor was picked as a respondent giving a sample size of 135. A questionnaire with both open and close-ended questions was used as the tool to collect primary data. Data analysis for qualitative data involved content analysis while quantitative analysis involved both descriptive statistics and inferential analysis using Social Science Statistical Packages STATA23. The qualitative findings were presented thematically with interpretive statements while the quantitative results were presented using tables, coefficients and narratives. The study confirmed that the leadership development strategy formulated by the evangelical churches’ management specifies the actions that must be taken to retain, develop or acquire the leaders for succession planning. This is shown by 73 (91.5%) of the respondents who answered in the affirmative. The study found out that there is a statistically significant linear relationship between leadership development and its predictors of; succession planning, coaching and mentoring {F(3, 37) =19.972}, significance level of .000, p<0.05. In addition, the study found out that the three predictors; succession planning, coaching and mentoring explain between 60.4% and 63.6% of the change in leadership development an empirical indicator of the significance of the three towards leadership development in evangelical churches today. Based on the findings, recommendations were made that the subjects of mentoring and coaching be integrated into various leadership development strategies for succession planning.
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Keywords
leadership development strategies, succession planning, mentoring, coaching.
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