Browsing by Author "Leseiyo Moses"

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    LEADERSHIP STRATEGIES FOR MANAGING REMOTE AND HYBRID TEAMS
    (management university of africa, 2025-11) Leseiyo Moses; Derow Aden Ali (PhD); Osoro Jared Nyaema
    The shift to remote and hybrid work models has significantly transformed traditional workplace dynamics, presenting unique challenges and opportunities for leaders. This study investigates the leadership strategies essential for managing remote and hybrid teams in Kenyan organizations, with a focus on innovation and sustainability. The research addresses a critical problem: the lack of effective leadership strategies to overcome communication barriers, ensure employee engagement, and foster team cohesion in dispersed work environments. The study’s key objectives include examining the role of communication, trust-building, inclusivity, emotional intelligence, and the integration of AI tools in fostering productivity, adaptability, and long-term sustainability within teams. The study’s target population includes 200 leaders in Nairobi's telecommunications, banking, and technology sectors, and a stratified random sampling technique was used to select a sample size of 50 participants. Data was collected using structured questionnaires and semi-structured interviews, which were tested for validity and reliability through a pilot study. The data were analyzed using both descriptive and inferential statistics. Key findings reveal that 85% of the leaders surveyed indicated that adaptive leadership strategies, combined with AI-driven tools, significantly enhanced team performance, trust, and inclusivity in hybrid and remote environments. Furthermore, 70% of respondents reported that emotional intelligence played a crucial role in overcoming challenges related to employee engagement and cohesion. The study recommends the development and implementation of leadership training programs focusing on adaptive leadership styles, emotional intelligence, and the integration of AI technologies to address the unique challenges of managing remote and hybrid teams. These findings offer a practical roadmap for organizations to remain resilient, adaptable, and competitive in an evolving digital landscape, ensuring long-term success in the face of remote work’s growing prominence.
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    Organization Communication and Values on Employee Performance at Knchr
    (2025) Doreen Mayaka; Leseiyo Moses
    Abstract: Organisational culture shapes how work is done and establishes standards of conduct within institutions, making it a major influencer of employee behaviour and performance. While a weak or poisonous culture compromises efficacy, a strong and good culture unites workers with company objectives, encourages teamwork, and boosts productivity. Research has shown that although most leaders acknowledge the importance of organizational culture, few can clearly define or implement an effective one, often resulting in inefficiencies, failed programs and systemic weaknesses. At the Kenya National Commission on Human Rights (KNCHR), cultural challenges are further compounded by chronic underfunding, which has led to low staff morale, high turnover, and weakened institutional capacity. Rigid hierarchies, limited collaboration across departments, and inadequate accountability mechanisms also hinder adaptability. However, fostering a healthier culture characterized by transparency, teamwork, and motivation could significantly improve KNCHR’s responsiveness and resilience in safeguarding human rights. This study examined the influence of organizational culture on employee performance at KNCHR, emphasising organization values, and organisational communication. With a descriptive research methodology and a census sample approach, the study focused on 120 respondents and was grounded in Schein's Theory of Organisational Culture, Institutional Theory, and Goal-Setting Theory. Questionnaires were used to gather data, and a pilot research with ten individuals from Haki Africa was carried out to assess dependability. Quantitative data were analyzed using SPSS Version 28, with statistics applied to identify relationships among variables. The findings revealed that organizational communication, and organization values are predictors of employee performance, while teamwork had comparatively less influence. Collectively, these cultural dimensions explained variance in employee performance, underscoring their importance in institutional effectiveness. The study concluded that KNCHR should adopt transparent communication, reinforce organizational values, streamline routines, invest in resources and staff development, and promote collaboration to enhance employee performance and institutional capacity.
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    THE EFFECT OF INSTITUTIONAL CAPACITIES ON THE IMPLEMENTATION OF COMMUNITY-BASED PROJECT IN NAROK NORTH SUB COUNTY, NAROK COUNTY, KENYA
    (management university of africa, 2024-11) Nabaala Susan Kotoine; Leseiyo Moses
    The purpose of study is to evaluate the effect of institutional capacity on the implementation of community-based projects in Narok North Sub-County, Narok County, Kenya. The research is anchored on the Project Management theory. The study adopted the descriptive survey design. The target population was the 8 employees working at the county department of social services at Narok and the 696 members from various active community-based organizations selected from Narok North Sub County, in Narok County. Both purposive and stratified random sampling was used to select a sample of 249 respondents. The data collection instruments that were used was the questionnaires and the interviews. Primary data was collected using questionnaires and was administered by the researcher. The data was analyzed using qualitative and quantitative analysis. The results indicated that the majority of the respondents agreed that the management of community-based projects is influenced by institutional capacity, project leadership competencies, resource mobilization, and stakeholder participation, the results further showed that all four factors were positively and statistically correlated with the management of community-based projects. It is recommended that project managers and team’s leaders should ensure that they enhance institutional capacity to enhance the management of the projects.
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