Strategic Leadership, Organisational Culture, and Growth of The Anglican Church of Kenya Nairobi Diocese
No Thumbnail Available
Date
2025-12-16
Authors
Peter Maina Mwangi
Journal Title
Journal ISSN
Volume Title
Publisher
PAC University
Abstract
The Anglican Church of Kenya (ACK) has encountered various growth challenges, including the sustainability of its programs and the need for technological and spiritual advancement. This study aimed to assess the impact of church strategic leadership and organizational culture on ACK's growth. The specific objectives were to: determine the relationship between strategic leadership intent and church growth, investigate the connection between strategic leadership focus and growth, examine the influence of strategy execution leadership on growth, and explore whether organizational culture moderates the relationship between strategic leadership and growth. Informed by strategic leadership and Upper Echelons theories, the study utilized a mixed methods research design. The target population comprised 315 church leaders, including members of the Provincial Administration which is the national office of the Anglican Church, Archdeaconry/Parochial Leadership in the diocese; and the Nairobi Diocesan Secretariat. Proportionate stratified sampling was employed to select 176 respondents. Data collection involved a structured questionnaire and in-depth interviews, with a pilot study conducted in the ACK Thika Diocese. The study found that strategic leadership intent, strategic leadership focus, and strategy execution leadership all significantly contributed to church growth. The study also established that there was a statistically significant effect of organizational culture on church growth. However, organizational culture did not significantly moderate the relationship between strategic leadership and growth. The themes identified in the study include strategic intent, where the vision for church growth and mission emerged as central, reflecting a comprehensive approach to both quantitative and qualitative growth. Strategic leadership focus highlighted resource deployment, prioritization in decision-making, and initiatives for growth as key elements in supporting the church's growth. The organizational culture theme underscored the role of values, norms and ethics which interlink with communication, resource mobilization, and professional inclusion in leadership, which collectively contribute to the church's growth. A conclusion was drawn that strategic leadership contributed to church growth but organizational culture has a stronger direct influence on church growth. The church should invest in training programs for church leaders that enhance strategic leadership skills and incorporate assessments of strategic intent into leadership development. Policy should focus on clear communication, action plans by the leadership, and effective execution of strategies to drive church growth and invest in leadership development for strategy execution. Academicians should update leadership theories to include strategic intent and focus, considering the unique context of the church as an organization. Further researchers should conduct comparative studies, gather diverse stakeholder perspectives, and consider external factors influencing church growth.