International Journal of Management & Leadership Studies IJMLS
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Item LEARNING, CURRICULUM DESIGN AND EMPLOYABILITY OF UNIVERSITY GRADUATES IN KENYA. A CASE STUDY OF MANAGEMENT UNIVERSITY OF AFRICA(management university of africa, 2024-11) Gladys Nafula Mabonga; Prof. Washington Okeyo; Faith Jematia KeitanyThe Management University of Africa graduates over 400 students every year in various disciplines. According to the 2022 Employers’ Tracer Study carried out by Management University of Africa, 71% of the graduates of 2021 were employed (including the 10% who were self-employed). Over 50 key employers were identified during the survey (Public and Private). One of the key recommendations of the Tracer Study report was to decrease unemployment through the inclusion of stakeholder expectations in the process of curriculum development. In Kenya, despite the rising levels of education, many graduates face very high unemployment rates. This raises questions on the demand and market orientation of the university learning, curriculum development and whether the university course designers are cognizant of labor market trends. It’s for this reason this paper sought to investigate the effect of university learning, curriculum design on employability of graduates. Graduates with “employability skills” like teamwork, communication skills, decision making, emotional intelligence, critical thinking and the ability to motivate others to achieve a common goal are in high demand from employers. Investing in employability skills training in the universities is essential for creating a high-performance work culture. The specific objectives of this study are to find out the effect of teaching methodology on employability and to examine the effect of curriculum design on employability. The study adopted desktop review of market surveys, teaching effectiveness evaluation surveys and tracer studies surveys at Management University of Africa. The study findings were analyzed using themes and presented in charts and tables.Item 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 OkeyoThe 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.Item 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 OkeyoThe 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.Item STRATEGIC PLANNING AND ORGANIZATIONAL PERFORMANCE OF STATE CORPORATIONS IN KENYA: A CASE STUDY OF GEOTHERMAL DEVELOPMENT COMPANY(management university of africa, 2025-11) Gioche Nyambura Lucy; Prof. Washington OkeyoStrategic planning positively affects the performance of state-owned companies (SOEs) in Kenya, with evidence indicating that their effective application enhances organizational outcomes. However, despite the adoption of strategic planning frameworks, many State-Owned Enterprises in Kenya continue to experience performance challenges such as inefficiency, weak governance structures, financial mismanagement, and delays in project implementation. These issues have led to low productivity, dependence on government bailouts, and failure to meet performance targets. This persistent underperformance raises concerns about the effectiveness of strategic management practices within these entities. The objective of this study was to examine the influence of Strategic planning on the organizational performance of State Corporations in Kenya: a case study of the Geothermal Development Company. This research was anchored by the Resource-Based View Theory and supported by Strategy as-Practice (SAP). Employing a descriptive research approach, data from 871 employees at Geothermal Development Company (GDC) were analyzed employing a stratified sampling technique, resulting in a sample population of 274 respondents. A standardized questionnaire was employed to gather information, preceded by a pilot study to validate the tool's dependability. Analysis involved reviewing surveys, extracting statistics, and applying regression analysis via SPSS version 24 to explore how independent and dependent variables relate to one another. The study found that strategic planning was inclusive and systematic, featuring stakeholder engagement and goal prioritization. Effective strategy formulation was evidenced by personnel engagement and alignment with organizational objectives, promoting a link between goals and performance. The study recommends that Kenyan state corporations enhance strategic planning through better organization, stakeholder participation, and regular updates. It stresses the importance of developing analytical skills for data-driven decision-making and aligning planning with performance metrics. The research advocates for stakeholder engagement, measurable outcomes, and suggests longitudinal studies to explore causal relationships.Item STRATEGIC PLANNING AND PERFORMANCE OF NON-GOVERNMENTAL ORGANIZATIONS IN MACHAKOS COUNTY: A CASE STUDY OF MISSION FOR ESSENTIAL DRUGS AND SUPPLIES(management university of africa, 2025-11) Mirriam Musyoka; Prof. Washington OkeyoThe objective of the study was to investigate the relationship between strategic planning and performance of NGOs in Machakos County, with a case study of Mission for Essential Drugs and Supplies. The study’s anchor theory was Ansoff’s Strategic Performance Theory, supported by Resource-Based View Theory and Stakeholder Theory. The study adopted a descriptive research design, with a target population of 200respondents drawn from Mission for Essential Drugs and Supplies in Machakos. A sample size of 133 respondents was selected using a stratified random sampling technique. Data were collected using questionnaires and analyzed using descriptive statistics, correlation analysis and regression analysis. The study results showed that the implementation of strategic planning significantly impacts the performance of NGOs. Regression analysis results determination (R²) was 0.543, indicating that changes in strategic planning account for54.3% of the variance in NGO performance. The study concludes that there is a substantial correlation between NGOs' performance and strategic planning hence improving it will result to positive performance. The study recommends that MEDS 'management and board of directors should continue designing and adopting policies, rules, processes, governing structures, and strategic plans in line with their objectives.Item INFLUENCE OF STRATEGIC LEADERSHIP PRACTICES ON FINANCIAL PERFORMANCE OF STATE CORPORATIONS A CASE OF KENYA ELECTRICITY TRANSMISSION COMPANY LIMITED.(management university of africa, 2023-11) Jackson Gachara; Prof. Washington OkeyoThe study aims to establish the influence of strategic leadership practices on the financial performance at KETRACO with specific objectives being to examine how strategic planning and organization resources affect financial performance. The findings will be used as a reference point to other researchers in the same field. The study findings will be beneficial to the foundation of future studies and provided a critical examination and the knowledge generated by this study will enable scholars to improve and develop a better understanding of the subject. The study was anchored on adaptive leadership theory and reinforced by trait leadership theory. The study adopted a descriptive research design with a target population of 385 respondents. Stratified proportion sampling was used to select 121 respondents. Questionnaires were used for data collection, and a pilot study was conducted on the questionnaires. Data were analyzed using descriptive statistics and inferential statistics. The study established a strong positive relationship between the variables (r= 0.548, p=0.000), and that strategic planning significantly influences financial performance. The regression analysis revealed a relationship R = 0.302 which showed a moderate correlation and revealed that organization resources and financial performance are significantly connected, the study established a strong positive relationship between the variables (r= 0.302, p=0.004). The study concludes that strategic planning statistically and significantly affects financial performance and that there is a positive relation between organization resources and the variations in financial performance can be explained by other study variables. It is recommended that management should develop and formulate guidelines, governing structure, and strategic plans for effective implementation of organizational goals and objectives. A further study on strategic leadership practices and financial performance in state corporations in Kenya whereby the study should seek to provide more insights.Item TRANSACTIONAL LEADERSHIP STYLE AND EMPLOYEE SATISFACTION IN WATER SERVICE INDUSTRY IN KENYA: CASE OF MALINDI WATER AND SEWERAGE COMPANY(management university of africa, 2023-11) Anderson Kasiwah Furaha; Prof. Washington OkeyoEmployee satisfaction among organizations requires an optimal mix of leadership styles. Managers of firms grapple with the various leadership styles that can suit them organizational employees, so as to satisfy them. Data from water services companies in Kenya indicates a grim picture on the state on employee satisfaction levels. The purpose of this study was to examine transactional leadership and employee satisfaction in the water service industry: a case of Malindi water and Sewerage Company limited. The study objectives were to determine the effect of contingent reward on employee satisfaction in the water service industry; to evaluate the effect of active management by exception on employee satisfaction in the water service industry; to assess the effect of passive management by exception on employee satisfaction in the water service industry. This study was guided by three theories namely the transactional theory of leadership, the fulfilment theory and the discrepancy theory. This study adopted a descriptive research design. The target population was 206 employees of Malindi water and Sewerage Company limited. The sample size of this study was 62 respondents. A questionnaire was used and data was analyzed through SPSS. Findings revealed that; there is a negative and significant relationship between contingent reward and employee satisfaction in Malindi Water and Sewerage Company limited; there is a negative and insignificant influence of management by exception on employee satisfaction in Malindi Water and Sewerage Company limited. There is a positive and insignificant influence of passive management by exception on employee satisfaction in Malindi Water and Sewerage Company limited. Overall, contingent reward, active management by exception and passive management by exception positively and insignificantly affect employee satisfaction in Malindi Water and Sewerage Company limited. This study recommends that the company should be fair in its appraisal and reward scheme. It is a recommendation of this study that managers should concentrate on successes at the workplace. The management of the company should encourage the employees to be proactive in the course of performing their duties. It is a recommendation of this study that accomplishments be recognized, and rewards be instituted.Item EFFECT OF ENVIRONMENTAL SCANNING ON ORGANIZATIONAL PERFORMANCE OF REFERRAL HOSPITALS IN KENYA: A CASE OF KENYATTA NATIONAL HOSPITAL(management university of africa, 2023-11) Patrick Makau King’ola; Prof. Washington OkeyoGlobally, organizations from both public and private sectors have over time recognized the importance of strategic management, which is considered as a tool, which can be employed for purposes of enhancing performance. Environmental scanning is an aspect of strategic management, which focuses on acquiring of relevant information by managers, which relate to activities in the operating environment of organizations for purposes of being well informed in view of action to be taken in the future. The provision of services at KNH has faced numerous difficulties. The difficulties are brought on by inadequate equipment, the presence of outdated equipment, and unfavorable working circumstances. Moreover, there is a shortage of medical personnel, and the present personnel are demoralized. The study recommends an established Environmental Scanning Framework that encompasses various dimensions, including political, economic, social, technological, legal, and environmental factors. Assign a dedicated team within each referral hospital responsible for conducting regular environmental scans and analyzing the findings. Establish a centralized data collection system that gathers relevant information from both internal and external sources, including government agencies, research institutions, and international organizations.Item EFFECT OF STAKEHOLDERS’ PARTICIPATION ON PERFORMANCE OF COUNTY GOVERNMENTS IN KENYA. A CASE OF KITUI COUNTY GOVERNMENT(management university of africa, 2023-11) Joseph Kyavoa; Prof. Washington OkeyoCorporate governance helps the organization in coming up with the structure that assists in formulating objectives, and the ways of accomplishing the set goals and monitoring performance. The performance management in public service sector entails successful management of the policies and plans aimed at achieving the targets and the anticipated benefits. Government officials concentrate more on policy, regulation and operational matters while on the other hand, the public who are the employees ought to be productive in an organization for them to secure and continue in their employment position and lastly other stakeholders have concerns in various societal and environmental issues. Stakeholders are individuals with an interest in a project or who will be impacted by it. Project success and improved decisions result from stakeholder participation. Project sustainability depends on fostering local ownership, which is accomplished through participation. Stakeholder involvement in projects results in a number of benefits. Stakeholders are able to develop their capacities and identify their own projects in the future. In turn, this promotes effectiveness and sustainability. The adoption of a devolved system of government in 2013 gave county governments the chance to improve local service delivery, but to this day, many counties continue to face rising demands from their citizens for the delivery of better services in an equitable and transparent manner. Counties should develop a structured and inclusive stakeholder engagement strategy that identifies key stakeholders, outlines their roles, and establishes communication channels. This strategy should promote meaningful participation, transparency, and collaboration among stakeholders, ultimately contributing to better decision-making and improved county performance.Item Innovation Culture and Performance of Veterinary Companies in Kenya: A Case Study of UEAL(2022-04) Kariuki Edith Wambui; Prof. Washington Okeyo