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ORGANIZATIONAL AGILITY AND INNOVATION CAPABILITY IN KENYAN PARASTATALS: A CASE STUDY OF KENYA PORTS AUTHORITY
(management university of africa, 2025-11) Samfan Aundo; Prof. Emanuel Awuor
Innovation capability has become a critical factor for organizational performance and sustainability, particularly within public sector institutions facing rapid technological, economic, and social changes. This study examined the effect of organizational agility on innovation capability in Parastatals, with a focus on the Kenya Ports Authority (KPA). Specifically, the research investigates how four internal organizational factors, leadership style, organizational learning, technological infrastructure, and knowledge management, individually and collectively influence innovation capability. The study was guided by Transformational Leadership Theory, Organizational Learning Theory, the Technology Acceptance Model, and the Knowledge Based View of the firm. A descriptive correlational design will be employed, targeting employees of the Kenya Ports Authority at the Inland Container Depot (ICD) Nairobi. Data was collected using structured questionnaires, and analysis involved descriptive statistics, regression techniques. The demographic results showed a balanced representation in gender, age, and job levels, with a majority of respondents having more than six years of experience, indicating a stable workforce. Descriptive analysis revealed that leadership at KPA promotes
collaboration and vision sharing but falls short in supporting risk taking and experimentation. Organizational learning was moderately strong, with continuous training and a culture of improvement being evident, though the application of lessons from past experiences was limited. Technological infrastructure was found to simplify processes and support innovation but required more frequent system updates and enhanced ICT training. Knowledge management practices contributed to problem solving and innovation but were hindered by weak systems for knowledge storage and accessibility. Inferential analysis showed a strong relationship between the four predictors and innovation capability (R = 0.832), with 69.1% of the variance in innovation capability explained by the independent variables. Regression analysis revealed that organizational learning (B = 0.394, p = 0.000), and knowledge management (B = 0.341, p = 0.000) had positive and significant effects. ANOVA results further confirmed that the model was statistically significant (F = 104.206, p < 0.05). The study concluded that while KPA has made significant progress in promoting innovation through learning, International Journal of Management and Leadership Studies, 2026 Volume 6 Issue 1 758technology, and knowledge management, leadership practices need to be restructured to encourage creativity and employee empowerment. Organizational learning emerged as the strongest driver of innovation capability, indicating that continuous training,
reflective practices, and cross departmental collaboration are vital for fostering adaptability. The study recommended adopting transformational leadership approaches, investing in staff ICT training, upgrading digital systems, and developing robust knowledge management repositories. Policy recommendations included reducing bureaucratic barriers, embedding innovation into strategic plans, and creating mechanisms to empower employees to participate in innovation initiatives.
ON-THE-JOB LEARNING AS A CATALYST FOR IMPROVED EMPLOYEE PERFORMANCE IN DEVOLVED GOVERNMENT SYSTEMS. A CASE OF THE COUNTY GOVERNMENT OF MURANG’A
(management university of africa, 2025-11) Noah Gachanja; Dr. Angeline Wambugu
This paper examined on-the-Job Learning as a Catalyst for Improved Employee Performance in Devolved Government Systems. A Case Study of County Government of Murang’a, Kenya. A descriptive research design was used, targeting 1,022 management level employees. A sample of 287 respondents was selected using stratified random sampling, and data were collected through structured questionnaires. Descriptive statistics and inferential analyses were conducted using SPSS (Version 25). The results indicated that on-the-job learning significantly enhanced employee performance, with an overall composite mean of 3.64. Employees reported that on-the-job learning improved proactive communication (M = 4.46, SD = 0.92), skill utilization (M = 4.37, SD = 0.95), and problem-solving ability (M = 4.26, SD = 1.00). Correlation analysis showed a positive
relationship between on-the-job learning and performance (r = 0.543, p < 0.01), while regression results revealed that on-the-job learning explained 29% of the variance in employee performance. The study concludes that structured on-the-job learning fosters adaptability, innovation, and efficiency in devolved government systems. It recommends institutionalizing workplace learning through formal programs, reflection workshops,
and feedback mechanisms to enhance public sector service delivery. Future research should adopt longitudinal and comparative designs to assess the sustainability of on-the-job learning outcomes across counties and sectors.
EFFECT OF TECHNICAL CAPACITY AND STAKEHOLDER INVOLVEMENT ON PROJECT IMPLEMENTATION IN MARGINALIZED COUNTIES OF KENYA: A CASE STUDY OF GARISSA COUNTY
(management university of africa, 2025-11) Suleiman Hussein; Mr. Brown Kitur
Effective project implementation remains a persistent challenge in Kenya’s marginalized counties, where limited institutional capacity and weak stakeholder engagement often lead to project delays, cost overruns, and incomplete outcomes. This study examined the effect of technical capacity and stakeholder involvement on project implementation in Garissa County, one of Kenya’s least developed regions. The research was guided by the Resource-Based View (RBV) and Stakeholder Theories, which emphasize internal capabilities and participatory governance as key enablers of project success. A descriptive research design was adopted, targeting 250 project stakeholders drawn from various county departments. Using Yamane’s formula, a sample size of 154 respondents was selected through stratified random sampling. Primary data were collected using
structured questionnaires, and reliability was confirmed through Cronbach’s Alpha coefficients exceeding 0.80. Data were analyzed using SPSS Version 28, applying both descriptive and inferential statistics, including correlation and multiple regression analysis. The results revealed that both technical capacity (β = 0.247, p < 0.01) and stakeholder involvement (β = 0.209, p = 0.003) had a positive and statistically significant
effect on project implementation in Garissa County. The overall model explained 64.1% (R² = 0.641) of the variation in project implementation, confirming the strong predictive power of the selected variables. The study concluded that enhancing technical competencies, providing adequate tools and systems, and promoting participatory stakeholder engagement are critical to improving project efficiency and sustainability in marginalized regions. It recommends that county governments institutionalize continuous capacity-building programs, strengthen stakeholder consultation mechanisms, and integrate participatory monitoring and evaluation frameworks. These measures would enhance accountability, foster ownership, and improve the timely completion and quality of public projects in Kenya’s devolved system.
DATA-DRIVEN LEADERSHIP AND STRATEGIC DECISION MAKING IN PUBLIC SECTOR IN KENYA. A CASE OF THE MINISTRY OF COOPERATIVE AND MICRO, SMALL AND MEDIUM ENTERPRISES DEVELOPMENT
(management university of africa, 2025-11) Rose Kiptoo; Prof. Peter Kithae
The Ministry of Cooperative and MSME Development holds a key position in promoting the expansion of small and medium-sized enterprises (SMEs), which are vital to economic growth and job creation. To improve service delivery and support strategic planning, the Ministry has begun incorporating data driven leadership into its operations. However, the impact of this data driven leadership on strategic decision-making has not been thoroughly examined. Despite the government's ongoing push to digitize public services, significant obstacles remain in fully integrating data driven leadership into the Ministry’s strategic planning and decision-making activities. This study aimed to assess the relationship between Data-Driven Leadership and strategic decision making in public sector in Kenya within the Ministry of Cooperatives and MSMEs Development. The
study was guided by transformational leadership theory. A descriptive research design guided the study. The target population comprised 300 officials from the Ministry of Cooperative and MSME Development, from which a sample of 120 respondents was selected. Primary data were collected using both structured and semi-structured questionnaires. quantitative data were analyzed using both descriptive and inferential
statistical methods. Multiple regression analysis was employed to evaluate the relationship between the independent and dependent variables. The findings indicated that Data-Driven Leadership (β = 0.615, p < 0.05) significantly impact the effectiveness of decision-making. The study concludes that Data-Driven Leadership significantly enhances strategic decision-making by fostering evidence-based insights, efficiency, and
organizational adaptability.
EFFECT OF COMMUNICATION ON THE BASIC EDUCATION SCHOOLS PERFORMANCE AT GREAT NEWS ACADEMY, MALINDI SUB-COUNTY, KILIFI COUNTY, KENYA
(management university of africa, 2025-11) Christopher Kambi Mumba; Mr. Leseiyo Moses
This study examined the effect of communication on the performance of basic education schools in Kenya, focusing on Great News Academy, Malindi. The study adopted a correlational survey design to establish the relationship between managerial communication and school performance. The target population comprised 551 individuals, including administrators, teachers, and support staff, from which a sample of 232 respondents was selected using stratified random sampling to ensure representativeness across categories. Primary data were collected through structured questionnaires, which provided quantitative insights into the effectiveness of
communication practices. Data were analyzed using descriptive and inferential statistics, including correlation analysis, to determine the strength and direction of the relationship between communication and school performance. The findings revealed a positive and statistically significant correlation between effective communication and school performance, indicating that open, timely, and clear communication among school
managers, teachers, and stakeholders enhance organizational coordination and student outcomes. The study recommended that school management strengthen internal communication channels, promote participatory dialogue, and implement feedback mechanisms to ensure transparency and collaboration. Such measures would foster shared understanding, improve decision-making efficiency, and ultimately enhance overall school performance in basic education institutions.
GRIEVANCE HANDLING PROCEDURES AND EMPLOYEE PERFORMANCE IN THE WATER SERVICE SECTOR IN KENYA. A CASE STUDY OF NAIROBI CITY WATER AND SEWERAGE COMPANY
(management university of africa, 2025-11) Ezekiel Njathi Hans; Mr. David Kanyanjua
The practice of managing employee relations in organizations has been observed to influence staff performance in one way or the other. For the practice to be more effective, leaders and managers are required to adopt effective respect, good channels of communication and build trust between individuals. The general objective of this study was to assess the effect of grievance handling procedures on employee performance of
NCWSC Ltd. The Pluralist theory served as the primary theoretical framework for theoretical debate. 3239 middle and upper-level management staff members at NCWSC who were eligible for unionization made up the study's target population. Using a stratified selection strategy, 356 individuals were selected from the target population to serve as the sample, and data were gathered through the use of questionnaires as research
instruments. A descriptive research design was employed in the study. a pilot study to confirm the reliability and validity of the research. The data were assessed using both descriptive and inferential statistics using SPSS version 22. Study findings were presented using graphs, tables and descriptive summaries. The study established that; Nairobi City Water and Sewerage Company's grievance resolution process is effective in
settling disagreements, according to survey participants, who moderately agreed on an average mean score of 3.5266. With a correlation coefficient of r = 219 and a p-value of 008, grievance resolution demonstrated a modest but significant positive link, suggesting that there is a slight benefit to improving grievance resolution. Finally, a moderate regression effect (β =.187; p = 0.019) of grievance handling procedures on employee
performance suggested that settling grievances has a beneficial impact on employee performance. The study concludes that grievance handling procedures have a positive influence on employee performance at Nairobi City Water and Sewerage company. The study found that poor co-ordination between part at NCWS in grievance resolutions. The study recommends fostering collaboration between key stakeholders, such as employees, management and labor unions, to create a transparent and structured grievance resolution process.
LEADERSHIP STYLES AND DECISION-MAKING PROCESS ON WATER CONSERVATION INITIATIVES IN KENYA: A CASE STUDY OF THE NAIROBI CITY WATER & SEWERAGE COMPANY (NCWSC)
(management university of africa, 2025-11) John Melita Kamoiro; Mr. Jared Osoro
This study explored the influence of leadership styles on decision-making in water conservation initiatives in Kenya, focusing on the Nairobi City Water and Sewerage Company (NCWSC). The main objective was to assess how transformational, situational, servant, and charismatic leadership styles affect decision-making effectiveness in water resource management, infrastructure development, and service delivery. Despite
NCWSC’s critical role in sustainable water conservation, persistent challenges in strategic planning, policy implementation, and stakeholder engagement are often linked to leadership inefficiencies. Guided by Charismatic Leadership Theory, Situational Leadership Theory, and the Rational Decision-Making Model, the study targeted NCWSC executives, department heads, managers, and technical officers. A stratified random sample of 360 respondents was selected, and data were collected using semi structured interviews and questionnaires. Mixed methods were employed: thematic analysis for qualitative data and SPSS (version 29) for quantitative analysis. The findings revealed that situational leadership had the greatest influence on effective decision-making, followed by transformational, charismatic, and servant leadership. Weaknesses identified included limited innovation, inadequate staff empowerment, and lack of flexibility. The study recommends fostering innovation through regular brainstorming workshops, enhancing employee participation through feedback mechanisms, and integrating charismatic motivation with structured governance for long-term conservation success. Strengthening leadership adaptability and inclusivity is crucial for improving water conservation outcomes and achieving sustainable water governance at NCWSC.
STRATEGIC LEADERSHIP PRACTICES AND ORGANIZATIONAL PERFORMANCE OF PUBLIC PENSION FUNDS IN KENYA: A CASE OF LAPFUND
(management university of africa, 2025-11) Janet Jebiwot Rotich; Prof. Washington Okeyo
The study was carried out to identify leadership gaps and inform strategies that enhance pension fund sustainability and align with Kenya’s broader public sector reform needs. The general objective of this study was to investigate the strategic leadership practices and organizational performance of public pension funds at the Local Authorities Provident Fund. The specific objective of the study was to examine the effect of strategic
direction on organizational performance of public pension funds at Local Authorities Provident Fund. The study's target population comprised of 144 respondents who were based at public pension funds headquarters in Nairobi. The study selected 59respondents who were working at the public pension funds headquarters in Nairobi. Strategic direction showed a strong positive correlation, and a significant regression coefficient, underscoring the importance of leadership in aligning vision and goals with organizational priorities. The study recommends that public pension funds; align long-term goals with actionable programs to enhance performance, clear leadership vision and consistent prioritization of organizational objectives.
STRATEGIC LEADERSHIP AND PERFORMANCE OF NON-GOVERNMENTAL ORGANIZATIONS IN KENYA: A CASE OF SELECTED NON-GOVERNMENTAL ORGANIZATIONS IN ISIOLO COUNTY
(management university of africa, 2025-11) Dickson Nyakenyanya; Prof. Washington Okeyo
The study examined the relationship between strategic leadership and the performance of selected non-governmental organizations (NGOs) in Isiolo County, Kenya, focusing on four dimensions: balanced organizational controls, corporate strategic direction, strategic planning, and organizational culture. Addressing contextual and empirical gaps in existing literature, particularly the underrepresentation of arid and semi-arid land
(ASAL) settings, the study provides actionable insights for NGO leaders, policymakers, and scholars. Grounded in adaptive leadership, configuration, and goal-setting theories, the study collected data from 203 staff members across seven WASH-focused NGOs, with a representative sample of 135 respondents selected through stratified and simple random sampling. Data were analyzed using SPSS version 27, and ethical standards, including informed consent and confidentiality, were strictly observed. Findings revealed statistically significant positive relationships for three of the four strategic leadership dimensions with NGO performance. Balanced organizational controls had the strongest predictive coefficient (β = 0.479), followed by strategic planning (β = 0.428), corporate strategic direction (β = 0.367), and organizational culture (β = 0.135). The study established that NGOs that adopted transparent accountability systems, upheld mission aligned direction, institutionalized adaptive planning cycles, and nurtured ethical, learning-oriented cultures demonstrated stronger program effectiveness, stakeholder satisfaction, and operational resilience. The study recommends that NGOs in resource constrained environments embrace an integrated strategic leadership model that synchronizes controls, vision, planning, and culture to improve performance and sustainability.
LIT 402
(2024-04)
ECT 201
(2022-12)
EFFECT OF STRATEGY IMPLEMENTATION AND STRATEGY EVALUATION ON THE FINANCIAL PERFORMANCE OF PROFESSIONAL SERVICE SMES IN KISUMU COUNTY, KENYA
(management university of africa, 2025-11) Phyllis Aoko Okoth; Mr. Brown Kitur
Small and Medium Enterprises (SMEs) remain pivotal to Kenya’s economic development through job creation, innovation, and income generation. Despite their importance, professional service SMEs often experience weak financial performance due to poor execution and inadequate monitoring of strategic plans. This study examined the effect of strategy implementation and strategy evaluation on the financial performance of
professional service SMEs in Kisumu County, Kenya. Anchored on the Balanced Scorecard Model and the Dynamic Capabilities Theory, the study adopted a descriptive research design targeting 245 professional service SMEs, with a sample of 152 selected through stratified random sampling. Data were collected using structured questionnaires and analyzed through descriptive and inferential statistics using SPSS version 28.
Reliability was confirmed with a Cronbach’s Alpha coefficient of 0.83. Regression results indicated that both strategy implementation (β = 0.229, p < 0.01) and strategy evaluation (β = 0.263, p < 0.001) had positive and statistically significant effects on financial performance, jointly explaining 72.4% of the variation in performance (R² = 0.724). The study concludes that consistent implementation and continuous evaluation of strategies
enhance profitability, liquidity, and growth. It recommends that SMEs institutionalize structured implementation frameworks with clear performance indicators and feedback mechanisms to ensure strategic alignment and long-term sustainability.
STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE RETENTION IN PUBLIC INSTITUTIONS IN KENYA: A CASE STUDY OF THE PUBLIC SERVICE COMMISSION
(management university of africa, 2025-11) Magdaline Mwai; Mr. David Kanyanjua
strategic human resource practices elements are characterized by recruitment and selection, training, and development. A void is created in the organization when talented and capable workers leave, leading to the loss of vital skills, knowledge, and professional relationships. High employee voluntary turnover rates usually affect or interfere with organizational performance. In order to fill these gaps, this study examined the
relationship between strategic HRM practices and employee retention in Kenyan public institutions, using the Public Service Commission (PSC) as a case study, and the specific objective was to establish the influence of recruitment and selection, and training and development on employee retention at the PSC. Anchor theory is human capital theory, reinforced by institutional theory and goal-setting theory. A descriptive design was
adopted. The target population is 539 employees of PSC. Stratified random sampling was adopted. With the help of two research assistants, structured questionnaires were utilizedto collect data, and the pick-and-drop approach was employed to obtain primary data. Results were displayed using tables. The results show a substantial correlation between employee retention and the strategic human resource management practices (p < 0.05, P = 0.00). The statistical significance of variables' values (p = 0.05) suggests that raising theirmean index should enhance employee retention. The head of PSC should be aware that recruiting, identifying, and keeping the best talent in an organization depends on having effective selection and recruitment procedures. The study recommends that Such policies improve organizational effectiveness, fairness, and transparency when they are properly drafted. PSC should incorporate training and development into the hiring process to guarantee that new hires are not only properly positioned but also prepared to function and advance within the company. A well-organized, fair, and impact-driven T&D policy increases worker engagement, lowers attrition, and boosts organizational competitiveness. Therefore, it is necessary to do more research encompassing a large geographic region, such as the other private institutions, as well as a comparison study to look at how various SHRM affect employee retention in other private institutions.
PROJECT MANAGEMENT PRACTICES AND THE INSTITUTIONAL PERFORMANCE OF PUBLIC SECONDARY SCHOOLS IN KITUI COUNTY
(management university of africa, 2025-11) Antony Muthengi Muema; Dr. Domeniter N. Kathula
The objective of this study was to investigate how project management practices influence the institutional performance of public secondary schools in Kitui County. The specific objective was to determine how quality management practices, stakeholder engagement, risk management, and monitoring and evaluation (M&E) influence the performance of public secondary schools in Kitui County. In this study, Systems Theory
and Resource-Based View (RBV) Theory were used, with Systems Theory serving as the anchor theory. Systems Theory emphasizes that schools, as complex organizations, consist of interdependent subsystems—administration, teaching staff, students, and the community—that must function cohesively to achieve the overall performance of the school. RBV Theory emphasizes the internal resources of an organization as critical for achieving competitive advantage and sustainability. The study was conducted using a descriptive research design, with a target population of 374 public secondary schools in Kitui County and a sample size of 332, selected through stratified random sampling. A structured questionnaire was used as the main research instrument, and data were analyzed using descriptive and inferential statistics with the help of SPSS software. The
presentation of analyzed data was done using percentages, means, and standard deviations, with results displayed in frequency tables. The study findings showed that project management practices significantly affect the performance of public secondary schools in Kitui County. A positive linear relationship between project management practices (such as quality management, stakeholder engagement, and risk management)
and school performance suggests that adopting formal project management frameworks enhances school efficiency, project completion rates, and academic outcomes. The study recommends that school administrators and project managers should adopt formal project management frameworks, emphasizing stakeholder engagement, risk management strategies, and quality assurance practices to improve resource allocation and ensure successful project outcomes in Kitui County.
DIGITAL SUPPLY CHAIN OPTIMIZATION AND FOOD SECURITY FOR FRESH PRODUCE IN NAIROBI COUNTY: A CASE STUDY OF KIBRA SUB-COUNTY
(management university of africa, 2025-11) Ingolo Josphine Aluko; Dr. Derow Aden
Food security is a critical challenge in Kenya, with approximately half of the population living in poverty and about 7.5 million, in extreme poverty. This is undermined by challenges in the fresh produce supply chain, such as poor market access and high food loss rates, which adversely affect nutrition outcomes. This study examines the impact of digital supply chain optimization encompassing digital logistics integration, digital
market linkages, digital traceability, digital transparency and information sharing, on food security. Grounded under systems theory, the study employed a cross-sectional design. Data was collected from 319 stakeholders via questionnaires and interviews, analyzed using SPSS Version 28 for descriptive and regression statistics, and content analysis for qualitative insights. The findings indicated that digital logistics integration had the strongest positive impact through improved delivery efficiency and reduced post-harvest losses. Digital market linkages showed significant influence, facilitated by mobile platforms, though adoption was constrained by low digital literacy and unreliable internet. Digital traceability systems had limited adoption due to infrastructural barriers, while digital transparency enhanced decision-making but lacked a regulatory framework. Analysis of qualitative insights highlighted stakeholder demand for low technology solutions. Recommendations set out include the establishment of community Wi-Fi hubs, implementation of SMS-based tools, provision of digital literacy programs and creation of farmer cooperatives to facilitate the scaling of digital interventions. This research makes a contribution to Sustainable Development Goal 2 (Zero Hunger) and Kenya's Food and Nutrition Security Policy, highlighting strategies for urban food systems in low-resource settings.