PhD DISSERTATIONS

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BUSINESS STRATEGIES, GOVERNMENT POLICIES, INNOVATION PROCESSES AND PERFORMANCE OF LARGE MANUFACTURING FIRMS IN KENYA
(2020-11) MUHINDI PATRICK WARUINGE; Prof. Peter Kithae, PhD; Dr. John Cheluget, PhD
CHANGE MANAGEMENT, SITUATIONAL LEADERSHIP, FARMER CHARACTERISTICS AND SUGARCANE PRODUCTIVITY IN SUGAR FACTORY CANE CATCHMENT AREAS IN KENYA
(2022-09) WANJALA AGGREY WALIAULA; Prof. Emmanuel Awuor, PhD.; Dr. Michael Ngala, PhD.
CORPORATE CULTURE, INNOVATION PRACTICE, REGULATORY FRAMEWORK AND PERFORMANCE OF COMMERCIAL STATE CORPORATIONS IN KENYA
(2025-10) Cheruiyot, Eddah Chepkurui
In Kenya, “commercial state corporations play a pivotal role in the country’s socio-economic development, with the government leveraging them to transform Kenya into a newly industrializing, middle-income country providing a high quality of life to all its citizens by 2030 in a clean and secure environment.” Even before the COVID-19 pandemic, these corporations were experiencing declining overall performance, evident in lower profitability indicators such as return on equity, return on assets, and net profit margins. This study aimed to examine, “the effects of corporate culture, innovation practice, and regulatory framework on the performance of commercial state corporations in Kenya.” “The research was guided by four specific objectives: to assess the relationship between corporate culture and performance; to investigate the mediating role of innovation practice in the relationship between corporate culture and performance; to evaluate the moderating effect of the regulatory framework on the relationship between corporate culture and performance; and to determine the moderated mediation effect of regulatory framework and innovation practice on the relationship between corporate culture and performance.” The study was grounded in the Denison cultural model and supported by three theoretical frameworks; Diffusion of Innovation Theory, the New Public Management theory and Shareholders Theory. The study adopted positivism research philosophy. The target population for this study were all thirty two (32) commercial state corporations in Kenya as of 30th June 2023 (State Corporations Advisory Committee, 2023) which was the latest data published state corporations advisory committee then. The study adopted a census to meets its objectives. The unit of observation in this study was one hundred and ninety two (192) respondents where primary data was sourced through a questionnaire from six respondents who are top managers at the Kenya commercial state corporations. Quantitative data was analyzed using descriptive and inferential statistics which included correlation and multiple regressions. The study revealed that corporate culture significantly influenced the performance of commercial state corporations in Kenya, accounting for 45% of the variation in performance outcomes (Rsquared = 0.450). Additionally, the combined effect of corporate culture and innovation practices was found to explain 65.2% of the variance in performance (R = 0.807, R-squared = 0.652). Innovation practices were identified as a partial mediator in the relationship between corporate culture and performance, as evidenced by a reduction in the coefficient from ß = 0.699 to ß = 0.298 when innovation practices were introduced. Furthermore, the regulatory framework was shown to moderate this relationship, with an R-squared change of 0.020 and a significant Fchange statistic (10.897, p = 0.001), enhancing the impact of corporate culture on performance. The study also confirmed a significant moderated mediation effect, where both the regulatory framework and innovation practices jointly influenced the relationship between corporate culture and organizational performance. The study recommends that commercial state corporations in Kenya incorporate corporate culture development into their strategic planning and performance management processes, emphasizing shared values, employee engagement, and alignment with organizational goals. Leveraging technology is also advised to help align corporate culture with regulatory requirements, promoting innovation, accountability, and enhanced performance. Additionally, policymakers are urged to design regulatory frameworks that balance oversight with flexibility, fostering innovation while maintaining accountability by reducing unnecessary bureaucratic constraints.
CORPORATE CULTURE, INNOVATION PRACTICE, REGULATORY FRAMEWORK AND PERFORMANCE OF COMMERCIAL STATE CORPORATIONS IN KENYA
(2025-10) EDDAH CHEPKURUI CHERUIYOT
In Kenya, “commercial state corporations play a pivotal role in the country’s socio-economic development, with the government leveraging them to transform Kenya into a newly industrializing, middle-income country providing a high quality of life to all its citizens by 2030 in a clean and secure environment.” Even before the COVID-19 pandemic, these corporations were experiencing declining overall performance, evident in lower profitability indicators such as return on equity, return on assets, and net profit margins. This study aimed to examine, “the effects of corporate culture, innovation practice, and regulatory framework on the performance of commercial state corporations in Kenya.” “The research was guided by four specific objectives: to assess the relationship between corporate culture and performance; to investigate the mediating role of innovation practice in the relationship between corporate culture and performance; to evaluate the moderating effect of the regulatory framework on the relationship between corporate culture and performance; and to determine the moderated mediation effect of regulatory framework and innovation practice on the relationship between corporate culture and performance.” The study was grounded in the Denison cultural model and supported by three theoretical frameworks; Diffusion of Innovation Theory, the New Public Management theory and Shareholders Theory. The study adopted positivism research philosophy. The target population for this study were all thirty two (32) commercial state corporations in Kenya as of 30th June 2023 (State Corporations Advisory Committee, 2023) which was the latest data published state corporations advisory committee then. The study adopted a census to meets its objectives. The unit of observation in this study was one hundred and ninety two (192) respondents where primary data was sourced through a questionnaire from six respondents who are top managers at the Kenya commercial state corporations. Quantitative data was analyzed using descriptive and inferential statistics which included correlation and multiple regressions. The study revealed that corporate culture significantly influenced the performance of commercial state corporations in Kenya, accounting for 45% of the variation in performance outcomes (R-squared = 0.450). Additionally, the combined effect of corporate culture and innovation practices was found to explain 65.2% of the variance in performance (R = 0.807, R-squared = 0.652). Innovation practices were identified as a partial mediator in the relationship between corporate culture and performance, as evidenced by a reduction in the coefficient from ß = 0.699 to ß =0.298 when innovation practices were introduced. Furthermore, the regulatory framework was shown to moderate this relationship, with an R-squared change of 0.020 and a significant F-change statistic (10.897, p = 0.001), enhancing the impact of corporate culture on performance. The study also confirmed a significant moderated mediation effect, where both the regulatory framework and innovation practices jointly influenced the relationship between corporate culture and organizational performance. The study recommends that commercial state corporations in Kenya incorporate corporate culture development into their strategic planning and performance management processes, emphasizing shared values, employee engagement, and alignment with organizational goals. Leveraging technology is also advised to help align corporate culture with regulatory requirements, promoting innovation, accountability, and enhanced performance. Additionally, policymakers are urged to design regulatory frameworks that balance oversight with flexibility, fostering innovation while maintaining accountability by reducing unnecessary bureaucratic constraints.
CORPORATE GOVERNANCE PRINCIPLES, STRATEGIC MANAGEMENT PRACTICES, BUSINESS ENVIRONMENT AND PERFORMANCE OF LARGE MANUFACTURING FIRMS IN KENYA
(management university of africa, 2024-10) LUCY KIROGA
The purpose of this study is to examine the relationship between Corporate Governance Principles, Strategic Management Practices, Business Environment and Performance of Large Manufacturing firms in Kenya. The specific objective of the study is to determine the relationship between corporate governance principles and performance of large manufacturing firms in Kenya; to establish the mediating effect of strategic management practices on the relationship between corporate governance principles and performance of large manufacturing firms in Kenya; to establish the moderating effect of business environment on the relationship between corporate governance principles and performance of large manufacturing firms in Kenya and to determine moderated-mediation effect on the corporate governance principles and performance of large manufacturing firms in Kenya. The study was anchored on the Resource Dependence Theory supported the performance of large manufacturing firms in Kenya and was complimented by the Agency theory, the stakeholder theory and the contingency theory. The study target population was the large manufacturing firms. The study adopted mixed research approach. A cross-sectional survey design was adopted. The unit of observation was the top key managers in the key departments (procurement, operations and finance) of the large manufacturing firms. The quantitative data was collected using questionnaires and was coded using the Statistical Package for Social Sciences (SPSS) program. Quantitative data was analyzed using descriptive and inferential statistics which included correlation and multiple regressions. The study results revealed that strong positive correlation (R=0.656) between corporate governance principles and performance of large manufacturing firms in Kenya, and that corporate governance principles accounted for 42.1% of the observed differences in the performance of large manufacturing firms in Kenya, while corporate governance principles and strategic management practices accounted for 55.3% of the observed variance in the performance of large manufacturing firms in Kenya. Further, strategic management practices partially mediate the relationship between corporate governance principles and performance of large manufacturing firms in Kenya. Business environment moderated the relationship between corporate governance principles and performance of large manufacturing firms in Kenya with 60.9% of variation in performance is explained by the interaction between business environment, corporate governance principles project planning and performance. There was a significant moderated mediation effect of business environment and strategic management practices on the relationship between corporate xiii governance principles and performance of large manufacturing firms in Kenya. The study recommends that the manufacturing companies to achieve better performance they should enhance their corporate governance processes by strengthening the autonomy and proficiency of the board. Enhance transparency and disclosure by adopting comprehensive and prompt disclosure methods to provide shareholders and stakeholders with precise and pertinent information on the company's financial performance, governance structures, and risk management practices. Employ electronic platforms and other cutting-edge communication methods to improve the clarity and availability of information.
CORPORATE GOVERNANCE, SERVICE INNOVATION, GOVERNMENT REGULATIONS AND ORGANISATIONAL PERFORMANCE OF FAITH BASED HOSPITALS IN KENYA
(management university of africa, 2024-10) JACOB KIMOTE
The purpose of the study was to establish the relationship between corporate governance, service innovation, government regulations and organizational performance of Faith-Based Hospitals in Kenya. The specific objectives of the study were; to establish the effects of corporate governance on organizational performance of faith-based hospital in Kenya; to determine the mediating effect of service innovation on the relationship between corporate governance and organizational performance of faith-based hospital in Kenya; to examine the moderating effect of government regulations on the relationship between corporate governance and organizational performance of faith-based hospital in Kenya; and to determine the mediated moderation effect of service innovation and government regulation on the relationship between corporate governance and organizational performance of Faith Based Hospitals in Kenya. The study was anchored on the Resource Dependence Theory and employed positivist research philosophy. This study used cross- sectional survey research approach. The study adopted a census method to obtain study population. The unit of analysis consisted of level 4 and 5 Faith-based Hospitals in Kenya while the unit of observation consisted of Finance Director, Executive Director and Medical director of all the target faith-based hospitals. Three hundred and nine questionnaires were administered to Finance Director, Executive Director and Medical director of all faith-based hospitals using purposive sampling. Primary data was collected using a structured questionnaire. Quantitative data was analyzed using Statistical Package for Social Sciences (SPSS version 27). Regression analysis was used in the prediction of causal inferences between the study variables and hypothesis testing. The study observed ethical standards of research: Informed consent, voluntary participation, confidentiality, privacy and anonymity. The study findings indicated that there was a statistically significant correlations between corporate governance and organizational performance of Faith-Based Hospitals in Kenya. Service innovation was found to have a partial mediation effect on the relationship between corporate governance and organizational performance of Faith-Based Hospitals in Kenya. Moreover, government regulations were found to have an enhancing moderating effect on the relationship between corporate governance and organizational performance of Faith Based Hospitals in Kenya. The study recommends that regulations governing faith-based hospitals' adoption of innovative medical services and technology should be simplified and hospitals should engage stakeholders in the process of designing and improving services to make sure that innovations meet their needs and improve results. To improve service delivery and efficiency, faith-based hospitals should embrace advances made possible by technology, such as telemedicine, electronic health records, and mobile health applications.
CORPORATE LEADERSHIP, POLICY IMPLEMENTATION, STRATEGIC LINKAGES, AND ORGANIZATIONAL PERFORMANCE OF KENYA AGRICULTURAL AND LIVESTOCK RESEARCH ORGANIZATION
(2024-06) WARINDA ENOCK; Dr. Domeniter Naomi Kathula
EMOTIONAL INTELLIGENCE, JOB DEMANDS - RESOURCES, OCCUPATIONAL SELF-EFFICACY AND WORK COMMITMENT OF MILLENNIALS IN KENYA’S TELECOMMUNICATION SECTOR
(management university of africa, 2024-10) THAIRU JOYCE WANJIRU
The personal characteristics of employees and the conditions within organizations play a crucial role in fostering favorable work outcomes such as commitment. However, research indicates that many organizations fail to fully grasp and utilize these factors such as emotional intelligence (EI), occupational self-efficacy (OSE), and job demands-resources (JD-R) to their advantage. In addition, there is limited research on their combined effect on millennial workers within Kenya’s telecommunication sector. The main aim of the study was to evaluate the impact of EI, JD-R, and OSE on work commitment (WC) among millennials in Kenya's telecommunication sector. The specific objectives of the study were to examine: the relationship between EI and WC; to determine the moderating effect of JD-R on the relationship between EI and WC; the mediation effect of OSE on the relationship between EI and WC; and the moderation-mediation effect of JD-R and OSE on the relationship between EI and WC of millennial employees in the Kenyan telecommunication sector. The study adopted a positivist research philosophy and cross-sectional research design. A sample of 157 employees, aged between 23 and 43 years, was selected from the IGOs using random sampling techniques. Participants were asked to complete an online survey that measured their EI, JD-R, OSE, and WC. A response rate of 85.4% was achieved (134 respondents). The collected data was analyzed through descriptive and correlational analysis using IBM SPSS version 24 and Macro Process. The study's findings showed that EI, JD-R, and OSE explained 2.6%, 24.5%, and 16.2% of work commitment respectively. In addition, JD-R increased the between EI and WC by 21.7%. The findings imply that EI is significantly associated WC of millennials in Kenya’s telecommunication sector. In addition, JD-R moderated the relationship between EI and WC. Also, OSE mediated partially the relationship between EI and WC. Lastly, JD-R and OSE had a moderated-mediated effect on the relationship between EI and WC of millennial workers in Kenya’s telecommunication sector. The findings may contribute to theory, inform policy, and provide insights into how organizations can enhance employee commitment by promoting EI while enhancing JDR, and OSE.
EMPLOYEE MOTIVATION, STRATEGY IMPLEMENTATION, STAKEHOLDER ENGAGEMENT AND PERFORMANCE OF LEVEL FOUR GOVERNMENT HOSPITALS IN KENYA
(2023-09) NYAMAI EVERLYN MUSANGI; Prof. Thomas Ngui, Ph.D.; Prof. Thomas A. Senaji, Ph.D
INNOVATIVE LEADERSHIP PRACTICES, DIGITAL TRANSFORMATION, REGULATORY FRAMEWORK AND PERFORMANCE OF COMMERCIAL DOMESTIC AIRLINES IN KENYA
(Management University of Africa, 2025-10) ONESMUS KIPNG’ETICH
The aviation industry plays a critical role in connecting markets, enabling trade, and supporting economic growth, yet domestic commercial airlines in Kenya continue to face persistent challenges such as inefficient regulations, high operational costs, and slow adoption of digital technologies. This study examined the influence of innovative leadership on the performance of domestic commercial airlines in Kenya, focusing on the mediating effect of digital transformation and the moderating influence of the regulatory framework. The research was grounded in the Resource-Based View, Technological Determinism, Institutional Theory, and Open Systems Theory. A positivist philosophy and cross-sectional survey design were adopted, targeting 170 senior managers from all 17 licensed domestic airlines. Data were collected through structured questionnaires and analyzed using descriptive statistics, correlation analysis, and multiple regression techniques, including Baron and Kenny’s mediation approach and Hayes’ moderated mediation model. The findings revealed a strong and statistically significant direct effect of innovative leadership practices on organizational performance (R² = 0.640, F = 250.1, p < 0.001), implying that strategic visioning, adaptability, and employee empowerment are essential in driving satisfactory performance among domestic airlines. Regression analysis showed that innovative leadership was a strong predictor of performance (t = 15.818, p < 0.001). Digital transformation was significantly associated with innovative leadership (t = 12.589, p < 0.001) and showed a direct effect on performance (t = 9.555, p < 0.001). However, its mediating effect weakened and became statistically insignificant (t = 1.304, p = 0.194) when innovative leadership was controlled, indicating partial mediation. The regulatory framework significantly moderated the relationship between innovative leadership and organizational performance, with the interaction term being statistically significant (t = 2.239, p = 0.027). The explanatory power of the model improved from R² = 0.640 to R² = 0.726, with a significant R² change (p < 0.05), implying that supportive regulation strengthens the effect of innovative leadership on performance. The moderated mediation model, however, was not supported, as the interaction between regulatory framework and digital transformation was statistically insignificant (t = 1.495, p = 0.135) The study concludes that innovative leadership practices remain the most critical driver of performance among Kenya’s domestic airlines, while digital transformation provides complementary benefits and regulatory frameworks strengthen leadership’s effect when well-aligned with organizational strategies. The study recommends that airline leaders prioritize adaptive and inclusive leadership, invest in advanced aviation technologies, and advocate for regulatory reforms that create an enabling environment for innovation-driven leadership to enhance overall organizational performance.
INNOVATIVE LEADERSHIP PRACTICES, DIGITAL TRANSFORMATION, REGULATORY FRAMEWORK AND PERFORMANCE OF COMMERCIAL DOMESTIC AIRLINES IN KENYA
(2025-10) ONESMUS KIPNG’ETICH
The aviation industry plays a critical role in connecting markets, enabling trade, and supporting economic growth, yet domestic commercial airlines in Kenya continue to face persistent challenges such as inefficient regulations, high operational costs, and slow adoption of digital technologies. This study examined the influence of innovative leadership on the performance of domestic commercial airlines in Kenya, focusing on the mediating effect of digital transformation and the moderating influence of the regulatory framework. The research was grounded in the Resource-Based View, Technological Determinism, Institutional Theory, and Open Systems Theory. A positivist philosophy and cross-sectional survey design were adopted, targeting 170 senior managers from all 17 licensed domestic airlines. Data were collected through structured questionnaires and analyzed using descriptive statistics, correlation analysis, and multiple regression techniques, including Baron and Kenny’s mediation approach and Hayes’ moderated mediation model. The findings revealed a strong and statistically significant direct effect of innovative leadership practices on organizational performance (R² =0.640, F = 250.1, p < 0.001), implying that strategic visioning, adaptability, and employee empowerment are essential in driving satisfactory performance among domestic airlines. Regression analysis showed that innovative leadership was a strong predictor of performance (t = 15.818, p < 0.001). Digital transformation was significantly associated with innovative leadership (t = 12.589, p < 0.001) and showed a direct effect on performance (t = 9.555, p <0.001). However, its mediating effect weakened and became statistically insignificant (t =1.304, p = 0.194) when innovative leadership was controlled, indicating partial mediation. The regulatory framework significantly moderated the relationship between innovative leadership and organizational performance, with the interaction term being statistically significant (t =2.239, p = 0.027). The explanatory power of the model improved from R² = 0.640 to R² =0.726, with a significant R² change (p < 0.05), implying that supportive regulation strengthens the effect of innovative leadership on performance. The moderated mediation model, however, was not supported, as the interaction between regulatory framework and digital transformation was statistically insignificant (t = 1.495, p = 0.135)The study concludes that innovative leadership practices remain the most critical driver of performance among Kenya’s domestic airlines, while digital transformation provides complementary benefits and regulatory frameworks strengthen leadership’s effect when well-aligned with organizational strategies. The study recommends that airline leaders prioritize adaptive and inclusive leadership, invest in advanced aviation technologies, and advocate for regulatory reforms that create an enabling environment for innovation-driven leadership to enhance overall organizational performance.
INNOVATIVE LEADERSHIP, ORGANISATIONAL CULTURE, REGULATORY FRAMEWORK AND PERFORMANCE OF PENTECOSTAL CHURCHES IN KENYA
(2025-09) THOMAS NDETTO NDUNGO; Prof. John Cheluget, PhD; Dr Shadrack Jirma, PhD
INNOVATIVE LEADERSHIP, ORGANISATIONAL CULTURE, REGULATORY FRAMEWORK AND PERFORMANCE OF PENTECOSTAL CHURCHES IN KENYA
(2025-09) Ndungo, Thomas Ndetto
The centrality of the Church in influencing society cannot be overemphasised. In spite of the crucial role the church plays in positively influencing the Kenyan society, Kenyan Pentecostal churches face performance challenges. Church projects have stalled due to ineffectiveness, inefficient resource use and inadequate economic empowerment. For instance, full Gospel Churches of Kenya do not provide sufficient cash for church activities. Inefficiency of most Kenyan Pentecostal churches has further been associated with slow membership growth. In order to increase performance, church managers constantly strive to improve their leadership styles, whilst assuming that their followers accept them. The current study examined the relationships between innovative leadership, organisational culture, regulatory framework, and performance of Pentecostal churches in Kenya. Specifically, the study sought to determine the relationship between innovative leadership and performance of Pentecostal, the mediating effect of organisational culture, the moderating effect of regulatory framework, and the moderationmediator effect on relationship between innovative leadership and performance of Pentecostal churches in Kenya. The underpinning theories were; Path-Goal Theory, Balanced Score Card Framework, Schein’s Theory of Organisational Culture and Institutional theory. This study adopted positivism philosophy and a cross-sectional survey design. The target population comprised 4,279 Pentecostal churches in Kenya and a sample size of 331 Pentecostal churches. The study used structured questionnaires to collect primary data. The quantitative approach included descriptive and inferential analysis, with SPSS version 28 adopted as the tool for analysis. Study findings revealed a significant positive relationship between innovative leadership and the performance of Pentecostal churches in Kenya. Organisational culture was found to partially mediate this relationship, while the regulatory framework significantly moderated the relationship between innovative leadership and performance. The significant positive interaction term between organisational culture and regulatory framework (B = 0.196, p = 0.048) confirmed a moderated mediation effect on innovative leadership and performance of Pentecostal churches in Kenya. The study recommends that religious governing bodies develop policies promoting innovative leadership practices and supportive organisational cultures. It recommends that church leaders actively implement innovative leadership approaches and engage proactively with regulatory requirements while refining regulatory frameworks to balance oversight with flexibility for innovation. Future research should explore other leadership styles in various religious contexts, investigate specific cultural dimensions, and examine the long-term effects of innovative leadership on church sustainability and community impact.
INNOVATIVE LEADERSHIP, ORGANISATIONAL CULTURE, REGULATORY FRAMEWORK AND PERFORMANCE OF PENTECOSTAL CHURCHES IN KENYA O
(2025-09) THOMAS NDETTO NDUNG
The centrality of the Church in influencing society cannot be overemphasised. In spite of the crucial role the church plays in positively influencing the Kenyan society, Kenyan Pentecostal churches face performance challenges. Church projects have stalled due to ineffectiveness, inefficient resource use and inadequate economic empowerment. For instance, full Gospel Churches of Kenya do not provide sufficient cash for church activities. Inefficiency of most Kenyan Pentecostal churches has further been associated with slow membership growth. In order to increase performance, church managers constantly strive to improve their leadership styles, whilst assuming that their followers accept them. The current study examined the relationships between innovative leadership, organisational culture, regulatory framework, and performance of Pentecostal churches in Kenya. Specifically, the study sought to determine the relationship between innovative leadership and performance of Pentecostal, the mediating effect of organisational culture, the moderating effect of regulatory framework, and the moderation- mediator effect on relationship between innovative leadership and performance of Pentecostal churches in Kenya. The underpinning theories were; Path-Goal Theory, Balanced Score Card Framework, Schein’s Theory of Organisational Culture and Institutional theory. This study adopted positivism philosophy and a cross-sectional survey design. The target population comprised 4,279 Pentecostal churches in Kenya and a sample size of 331 Pentecostal churches. The study used structured questionnaires to collect primary data. The quantitative approach included descriptive and inferential analysis, with SPSS version 28 adopted as the tool for analysis. Study findings revealed a significant positive relationship between innovative leadership and the performance of Pentecostal churches in Kenya. Organisational culture was found to partially mediate this relationship, while the regulatory framework significantly moderated the relationship between innovative leadership and performance. The significant positive interaction term between organisational culture and regulatory framework (B = 0.196, p = 0.048) confirmed a moderated mediation effect on innovative leadership and performance of Pentecostal churches in Kenya. The study recommends that religious governing bodies develop policies promoting innovative leadership practices and supportive organisational cultures. It recommends that church leaders actively implement innovative leadership approaches and engage proactively with regulatory requirements while refining regulatory frameworks to balance oversight with flexibility for innovation. Future research should explore other leadership styles in various religious contexts, investigate specific cultural dimensions, and examine the long-term effects of innovative leadership on church sustainability and community impact.
“INTEGRATIVE LEADERSHIP STYLE, STRATEGY IMPLEMENTATION, GOVERNMENT REGULATION, AND ORGANISATIONAL PERFORMANCE OF COMMERCIAL STATE CORPORATIONS IN KENYA”
(Management University of Africa, 2025-10) MUNGATANA DANSON BUYA
State businesses are essential to Kenya's Vision 2030“which seeks industrialization and enhanced quality of life. Recent statistics from the Kenya National Treasury reveal subpar performance, characterized by substantial cumulative losses in the 2021/2022 financial year. This research aimed to examine the relationship between integrative leadership style, strategy implementation, government restrictions, and organizational performance within these corporations. The goals included evaluating direct linkages, investigating the mediating impacts of strategy implementation, identifying the moderating effects of government regulations, and analyzing the cumulative moderated mediation effect. Utilizing the Full Range Leadership Model and additional theories, the research implemented a cross-sectional survey design, gathering data from top management teams of all 52 commercial state corporations in Kenya via purposive sampling, while adhering rigorously to ethical standards during data analysis. The quantitative data was analyzed using SPSS version 28. The study results revealed that The Pearson correlation coefficient between integrative leadership style and organizational performance was R = 0.730, with a significance level (p-value) of 0.000. The R Square value was 0.533, indicating that about 53.3% of the variation in organizational performance is attributable to the integrative leadership style. Strategy implementation was identified as a partial mediator in the relationship between integrative leadership style and organization performance, suggesting that integrative leadership style affects performance both directly and indirectly via successful strategy implementation. The regression analysis showed a strong relationship (R = 0.748), with 55.9% of organizational performance explained by integrative leadership and government regulations. The study confirmed a significant moderated mediation effect, demonstrating that the impact of integrative leadership on organizational performance, as mediated by strategy implementation, is further influenced by the level of government regulations in commercial state corporations in Kenya. The study recommends that commercial state corporations strategically enhance them strategy implementation processes and ensure compliance with government regulations to improve performance. Key actions include refining resource allocation, clearly communicating strategic goals and fostering an organizational culture that supports effective implementation. Additionally, it emphasizes the importance of aligning internal ethical guidelines with external regulatory standards to create a cohesive framework that promotes both compliance and performance enhancement. By fostering a culture of compliance and ethical conduct in line with legal requirements, leaders can amplify the positive impact of their practices. Proactive engagement with regulatory bodies helps leaders stay informed about policy changes and integrates them into strategic decision-making. This responsiveness not only improves performance but also strengthens accountability and legitimacy. Ultimately, aligning leadership approaches with government regulations enables sustained success and better navigation of complex operational landscapes.”
INTEGRATIVE LEADERSHIP STYLE, STRATEGY IMPLEMENTATION, GOVERNMENT REGULATION, AND ORGANISATIONAL PERFORMANCE OF COMMERCIAL STATE CORPORATIONS IN KENYA”
(2025-10) MUNGATANA DANSON BUYA
State businesses are essential to Kenya's Vision 2030“which seeks industrialisation and enhanced quality of life. Recent statistics from the Kenya National Treasury reveal subpar performance, characterised by substantial cumulative losses in the 2021/2022 financial year. This research aimed to examine the relationship between integrative leadership style, strategy implementation, government restrictions, and organisational performance within these corporations. The goals included evaluating direct linkages, investigating the mediating impacts of strategy implementation, identifying the moderating effects of government regulations, and analysing the cumulative moderated mediation effect. Utilising the Full Range Leadership Model and additional theories, the research implemented a cross-sectional survey design, gathering data from top management teams of all 52 commercial state corporations in Kenya via purposive sampling, while adhering rigorously to ethical standards during data analysis. The quantitative data was analysed using SPSS version 28. The study results revealed that The Pearson correlation coefficient between integrative leadership style and organisational performance was R = 0.730, with a significance level (p-value) of 0.000. The R Square value was 0.533, indicating that about 53.3% of the variation in organisational performance is attributable to the integrative leadership style. Strategy implementation was identified as a partial mediator in the relationship between integrative leadership style and organisation performance, suggesting that integrative leadership style affects performance both directly and indirectly via successful strategy implementation. The regression analysis showed a strong relationship (R = 0.748), with 55.9% of organisational performance explained by integrative leadership and government regulations. The study confirmed a significant moderated mediation effect, demonstrating that the impact of integrative leadership on organizational performance, as mediated by strategy implementation, is further influenced by the level of government regulations in commercial state corporations in Kenya. The study recommends that commercial state corporations strategically enhance their strategy implementation processes and ensure compliance with government regulations to improve performance. Key actions include refining resource allocation, clearly communicating strategic goals, and fostering an organizational culture that supports effective implementation. Additionally, it emphasizes the importance of aligning internal ethical guidelines with external regulatory standards to create a cohesive framework that promotes both compliance and performance enhancement. By fostering a culture of compliance and ethical conduct in line with legal requirements, leaders can amplify the positive impact of their practices. Proactive engagement with regulatory bodies helps leaders stay informed about policy changes and integrates them into strategic decision-making. This responsiveness not only improves performance but also strengthens accountability and legitimacy. Ultimately, aligning leadership approaches with government regulations enables sustained success and better navigation of complex operational landscapes.”
INTEGRATIVE LEADERSHIP, EMPLOYEE MOTIVATION, STAKEHOLDER ENGAGEMENT, AND PERFORMANCE OF PUBLIC BOARDING SECONDARY SCHOOLS IN FRONTIER COUNTIES OF KENYA
(Management University of Africa, 2023-09) MOHAMED ABDINOOR DAHIR
School performance in the Frontier Counties Development Counties (FCDC) continue to raise critical questions owing to myriad issues. Kenya Certificate of Secondary Education (KCSE) performance in the region has been so poor that no school has ever featured among the top 100 nationally ranked schools in the Kenya National Examination Council (KNEC) ranking. The best student from the region has never made to the top 100 list of students nationally. Available literature reveals that few studies undertaken in this context in the past have been biased majorly on gender distribution hence the study was likely to be prejudiced during data collection. This study therefore aimed at assessing the effect of integrative leadership, employee motivation, and stakeholder engagement on the performance of public boarding secondary schools in selected Counties under the FCDC Kenya. The research objectives were clearly defined: To determine the effect of integrative leadership on the performance of public boarding secondary schools in selected Counties under the FCDC Kenya; to ascertain the mediating effect of employee motivation on the relationship between integrative leadership and performance of public boarding secondary schools in selected Counties under the FCDC Kenya; to establish the moderating effect of stakeholder engagement on the relationship between integrative leadership and performance of public boarding secondary schools in selected Counties under the FCDC Kenya, and to determine mediation–moderator effect of employee motivation and stakeholder engagement on the relationship between integrative leadership and performance of public boarding secondary schools in selected Counties under the FCDC Kenya. This research was rooted in the Full Range Leadership Theory, emphasizing integrative leadership variables. Employing a pragmatic research philosophy, the study utilized a mix of research approaches and strategies. The study covered a wider geographic scope, but the researcher deployed multiple assistants during the data collection to save on time. The study involved a comprehensive sample size of 440 participants, including student leaders, teachers, principals, Board of Management representatives, county directors of education, TSC county directors, and development partners. Unlike previous studies, which often exhibited gender bias, this research included mixed-gender public boarding secondary schools, ensuring a more comprehensive understanding. The selection of the current study through the involvement of mixed public boarding secondary schools was expected to bridge the knowledge gap brought about by other studies. Questionnaires were administered to teachers and students, while interviews were conducted with principals, BOM representatives, and County Directors. Data analysis included both quantitative techniques (descriptive and inferential statistics) and qualitative methods, organizing qualitative data into thematic categories. The findings confirmed a significant positive relationship between integrative leadership and school performance. Additionally, employee motivation partially mediated this relationship, indicating its role in enhancing performance. Furthermore, stakeholder engagement emerged as a significant moderating factor, enhancing the positive impact of integrative leadership on school performance. The study also found a significant mediation-moderation effect of employee motivation and stakeholder engagement on the relationship between integrative leadership and the school performance. The study suggests longitudinal study that tracks the performance of public boarding secondary schools in selected counties over time and assesses the impact of integrative leadership, employee motivation, and stakeholder engagement on the overall school performance.
INTEGRATIVE LEADERSHIP, VALUE CHAIN MANAGEMENT, REGULATORY FRAMEWORK AND PERFORMANCE OF FRESH TOMATO AGRIBUSINESS IN KENYA LAKE REGION ECONOMIC BLOC
(2024-10) Muguna Stephen Bundi; Prof. Emmanuel Awuor, PhD; Dr. Paul Machoka, PhD
LEADERSHIP STYLE, FINANCIAL INNOVATION, BANKING REGULATION AND FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN KENYA
(management university of africa, 2022-09) WERU MWANGI
Leadership style has been considered a critical factor influencing financial performance of firms across the globe. Commercial banks in Kenya have registered mixed financial performance results over the past ten years despite the homogeneity of the industry market conditions. Disparity in financial performance prompted the need to assess if leadership style could be responsible. Relationship between leadership style and financial performance have been studied with mixed findings indicating a possibility of other factor-variable roles in mediating or moderation. Financial innovation being considered a leader’s decision, and banking regulations as factor outside leader’s decision ambit, could possibly define this relationship. However little or no empirical evidence have been documented to explain these phenomena prompting the need for this study. The study was guided by the specific objectives namely to establish the influence of leadership style on the financial performance of commercial banks operating in Kenya; examine the intervening effect of financial innovation on the relationship between leadership style and the financial performance of commercial banks operating in Kenya; determine the moderating effect of banking regulation on the relationship between leadership style and financial performance of commercial banks in Kenya; and determine the moderating effect of banking regulation on the mediating role of financial innovation on the relationship between leadership style and financial performance of commercial banks in Kenya. The study was anchored on Behavioral Leadership Theory, Diffusion of Innovation Theory, Agency Theory and Stakeholder Theory. The study adopted a positivist philosophy; correlational and cross-sectional research deigns and a target population comprising management staff working in commercial banks. 385 respondents were selected from 10,395 management staff. Primary data was collected using structured questionnaires with data being analyzed using both descriptive and inferential statistics. Descriptive statistics such as frequency, percentages, means and standard deviations were adopted while correlation analysis was used to establish the strength and direction of relationship between the variables. Regression PROCESS conditional analysis was used to establish the meditation, moderation and moderated-mediated analysis. Parametric test statistics was adopted to establish the significance influence of variable effect at 95% level of significance as well as to test the study hypothesis. The findings indicated that there exists a partial mediation effect on the mediating role of financial innovation on the relationship between leadership style and financial performance. Further, there is a significant negative moderating effect of banking regulation on the relationship between leadership style and financial performance of commercial banks in Kenya. Lastly, the study findings indicated that there exists negative and significant moderating effect of banking regulation on the mediating role of financial innovation in mediating the relationship between leadership style and financial performance of commercial banks in Kenya. The study recommended that that top managers of the commercial banks need to take up effective transformational and democratic leadership style in their management programs. The leaders within banks should emphasize research and development and ensure that the working environment is suitable for creativity and innovation. Lastly, the study recommends that bank managers and owners abide by the banking regulations according to the CBK guidelines. Limitations wise, some banks considered information on banking innovation and impacts of regulation to be confidential and were therefore reluctant to respond to the questionnaire. Some bank managers also indicated that it was against their company policy to divulge any information on the company operations. The researcher took time to convince the respondents by informing them that the data was purely for research purposes. In some cases, alternative respondents were identified using the multi-level sampling method.
MERGERS AND ACQUISITION REGULATORY FRAMEWORK, CHANGE MANAGEMENT AND THE PERFORMANCE OF SELECTED OIL AND GAS COMPANIES IN GHANA
(Management University of Africa, 2025-10) AHMED MOHAMMED
The study investigated relationships among mergers and acquisitions (M&A), regulatory frameworks, change management, and organizational performance of locally owned oil and gas companies in Ghana. Specifically, it examined direct effect of M&A activities on firm performance, assessed moderating role of change management practices, and analyzed mediating influence of regulatory frameworks within this relationship. The study was driven by persistent challenge that, despite Ghana’s oil and gas industry being central pillar of national economic growth, indigenous enterprises continue to struggle against multinational corporations due to limited financial capacity, weak institutional systems, and unstable regulatory environments. Anchored in Classical Organizational Theory, which emphasizes structural efficiency, supported by Contingency Theory, which advocates strategic alignment with environmental conditions, and Resource-Based Theory (RBT), which underscores importance of internal capabilities as sources of competitive advantage, the study adopted positivist research philosophy and employed cross-sectional survey design. Unit of analysis comprised managers from nine major oil marketing companies operating nationwide, while unit of observation consisted of 400 employees at different hierarchical levels. Pilot test on 10 percent of sample verified reliability and validity of research instruments. Data were gathered using structured self-administered questionnaires and analyzed through SPSS Version 28, utilizing descriptive statistics, multiple regression, and structural equation modeling to test hypotheses. The study revealed considerable but negative association between intensity of M&A activity and organizational performance, suggesting that frequent mergers were largely disruptive initially. However, there were established change management practices that would moderate effect by improving engagement, communication, and cultural integration among employees at organizations after a merger. Furthermore, regulatory frameworks provided partial mediation indicating that continuous enforcement of policies and clear governance would enhance post-merger performance outcomes. This thesis improves theoretical insights in context by placing classical, contingency, and resource-based perspectives in Ghana's oil sector to show how combined adaptive management, institutional compliance, and resource optimization improve competitiveness. It concludes that integration of strong change management systems, well-functioning regulatory oversight, and strategic resource deployment leads to greater resilience, operational sustainability and superior performance of Ghanaian oil and gas companies.