LEADERSHIP PRACTICES AND PERFORMANCE OF NON-GOVERNMENTAL ORGANISATIONS IN NAIROBI COUNTY, KENYA

Raphael Munene, Juster Nyaga

Abstract


This study aimed to investigate the relationship leadership practices, and performance of the non-governmental making organizations. The specific objective of this study was to analyze the impact of leadership practices on the success of non-government organizations. In Kenya, the vast majority, if not all, of non-governmental organizations confront a range of challenges; including a lack of financial, human, and technological capital, rigidly structured contracts, high rates of unfunded maintenance and overhead costs, and greater transparency requirements. These organizations, despite the fact that they are not for profit, are unable to receive money from donors regularly, spend responsibly, limit expenditures and adhere to sound accounting standards in order to maintain financial stability over time. Government and policymakers may gain from the study since it provides them with knowledge that helps in the establishment of policies that will improve the industry. In this study, the descriptive research design was applied. The target demographic of the study was 1,475 NGOs working in Nairobi County. The study employed the Modified Fisher Model to generate a sample size of 305 organizations, with each organization receiving one respondent from either the strategic department, administrative department, or human resources department. A questionnaire was used to obtain primary data for the study. Qualitative and quantitative data was collected while quantitative data being coded in SPSS (Version 22). The data was provided in the form of frequency tables and graphs. Inferential statistics was utilized to establish a relationship between, leadership practices, and performance. The study concluded that leadership practices affects performance of NGOs to a very large extent. The study recommends that NGOs' management prioritize delegation of responsibilities and focus on key operations, because delegation has a strong relationship with performance and has a significant impact on NGOs' performance.

Key Words: Leadership Practices, Performance, Non-governmental organisations


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