Browsing by Author "KAMAU FRANCIS KAHIHU"

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    TRANSFORMATIONAL LEADERSHIP, FINANCIAL RESOURCE DIVERSIFICATION, STRATEGIC PARTNERSHIPS, AND INSTITUTIONAL SUSTAINABILITY OF NON-GOVERNMENTAL ORGANISATIONS IN KENYA
    (management university of africa, 2023-09) KAMAU FRANCIS KAHIHU
    This study examined the relationships among transformational leadership, financial resource diversification and strategic partnerships in institutional sustainability. It sought to examine four specific relationships, namely (i) between transformational leadership and sustainability; (ii) whether or not there was a mediating effect of financial resource diversification on the relationship between transformational leadership and institutional sustainability; (iii) whether or not there was a moderating effect of strategic partnerships on the relationship between transformational leadership and institutional sustainability; and (iv) whether or not, there was a moderated-mediated relationship of financial resource diversification on the relationship between transformational leadership and institutional sustainability of nongovernmental organizations in Kenya. The anchor theory was transformational leadership and used the positivistic research philosophy approach. It adopted a cross-sectional research design targeting the 3028 active non-governmental Organizations at the national level. It used a questionnaire to collect primary data. A pilot study was conducted on 35 respondents. Kaiser–Meyer–Olkin and Cronbach Alpha results were greater than 0.7 for all variables. A key limitation related to the sensitivity of the data which was overcome through adequate guarantee on data use. The study achieved a response rate of 71.6%. Data were analyzed using descriptive and inferential statistics with the aid of International Business Machine’s Statistical Package for Social Science version 26.0. The study used Analysis of Moment Structures version 18 to generate fit models, Path Analysis and Structural Equation Modelling. The findings indicated that transformational leadership significantly influenced the institutional sustainability of NGOs in Kenya. No major limitation was encountered apart from respondents reluctant to participate due to nature of information sought and this was addressed by creating good rapport. The study findings established that strategic partnerships have a significantly enhanced moderating effect on the relationship between transformational leadership and the institutional sustainability of the NGOs. It found financial resource diversification to significantly mediate the relationship between transformational leadership and institutional sustainability of NGOs in Kenya. As such, it confirmed the moderated-mediated effect of financial resource diversification on the relationship between transformational leadership and institutional sustainability of NGOs in Kenya. The study recommended adopting transformational leadership practices. It also urges the administration of the NGOs to effectively motivate their staff to participate in NGO activities. Finally, the study informs key policy decisions among NGO policymakers, authorities, and organizational development stakeholders.