Influence of Leadership on Non -Govermental Organization Performance in Kenya

Abstract

Leadership is an important function in an organization because of its role in directing the manner in which all other resources are utilized towards realization of the organizational mandate. The non-governmental organizations have faced various challenges spanning from regulatory bodies which has influenced the achievement of mission and vision for many NGOs. The main objective of the study was to assess the influence of leadership on non-governmental organization performance in Kenya: A case study of CARE for HIV/AIDS organization. The study was guided by four specific objectives: to establish the influence of leadership styles on performance of non-governmental organizations in Kenya, to determine the influence of leadership competency on performance of non-governmental organizations in Kenya, to establish the influence of leadership networking on performance of non-governmental organizations in Kenya, and to establish the influence of leadership behavior on performance of nongovernmental organizations in Kenya at CARE for HIV/AIDS organization. The study was anchored on the following theories; constructionism theory, path-goal theory, contingency theory and steward theory. The study adopted descriptive research design using primary data collected through a structured questionnaire. The population for this study was 120 employees at CARE for HIV/AIDS organization. The sample size of the study was 108 respondents drawn from all the management levels of the NGO, top to junior staff. Descriptive statistics analysis was conducted where mean, standard deviation, frequency distribution and percentages were obtained and inferential statistics using regression analysis was also carried out to establish the nature of the relationship that exists between variables. The findings are presented in charts, graphs and tables. Coefficient of correlation R was 0.847 indicating strong positive correlation between variables. Coefficient of determination Adjusted R2 was 0.706 which translates to 70.6%. The study concludes that CFA leaders take charge of situations in the organization as they arise to avoid procrastination and delay of events. Managers had the final say on decision implementation in the organization. Managers possessed the right academic qualifications to deliver on the mission of CFA organization. Managers had adequate management experience on issues concerning CFA operations. CFA organization had entered into strategic partnership with other organizations to increase their network. CFA managers had established a wide linkage with other organizations internationally. Managers used their personal friends to improve organizational performance of non-governmental organizations in Kenya. The study recommends that CFA leaders should take charge on situations in the organization as they arise. The leader’s beliefs should be in line with the vision of CFA organization. Managers should possess the right academic qualifications to deliver on the mission of CFA organization. CFA organization should enter into strategic partnership with other organizations to increase their network. Employees within CFA should collaborate for improved performance of nongovernmental organizations in Kenya and CFA organization leaders should effectively inspire and motivate the employees on increased productivity.