Master of Arts in Ethics and Organizational Leadership

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    The Contribution of Administrative and Teaching Staff to Ethical Leadership in Selected Christian Universities in Nairobi County, Kenya
    (Tangaza University, 2024) Muigu Hilda
    This study explored the contribution of administrative and teaching staff in promoting ethical leadership within Christian universities in Nairobi County, Kenya. It focuses on three main objectives: first, to examine how staff modeling behaviors can lay the groundwork for ethical leadership; second, to identify the challenges these staff members encounter in their efforts to practice ethical leadership; and third, to propose strategies for enhancing ethical leadership among them. The research describes significant challenges, such as malpractices and mismanagement, which hinder effective learning and ethical development within these institutions. It underscores the urgent need for strong ethical leadership to foster a supportive environment conducive to learning and moral growth. While there is considerable literature on ethical leadership across different organizations, there is a significant gap in studies examining the roles of administrative and teaching staff in contributing to ethical leadership. To achieve its objectives, the study utilized a qualitative descriptive research design, conducting in-depth interviews with thirty participants, fifteen from administrative roles and fifteen from faculty, selected through purposive sampling. Thematic analysis was employed to extract key themes related to ethical leadership. Findings reveal that promoting integrity, justice, and empowerment, along with integrating religious values into leadership practices, are crucial for enhancing ethical leadership. However, the study also highlights several challenges faced by staff, including the difficulty of balancing personal faith with professional responsibilities, navigating complex institutional dynamics, and ensuring fairness in decision-making processes. To effectively tackle these challenges and strengthen ethical leadership among staff, the study recommends revising institutional policies, enhancing empowerment initiatives, and fostering a culture of justice and fairness within university settings. These actions are essential for cultivating a robust ethical leadership culture in Christian universities in Nairobi.
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    The Role of Organizational Culture on Employee Performance: A Case Of Private Universities in Langata Sub-County, Nairobi County.
    (Tangaza University, 2024) KABUYA NAZARENE MAKENA
    The primary objective of this study was to explore the role of organizational culture on employee performance among private universities in Nairobi County, specifically focusing on private universities within Langata Sub-County. The study was anchored on two theories: the Competing Values Framework (CVF) and the Edgar Schein model, which explained different dimensions of organizational culture and how they influenced employee performance. The research objectives were to explore the dominant type of organizational culture adopted in private universities and their influence on employee performance in Langata sub-county, Nairobi County. The study also aimed to identify the specific dimensions of organizational culture that influenced employee performance within private universities in Langata sub county. Additionally, it sought to determine the market-driven factors that affected both organizational culture and employee performance in private universities located in Langata sub-county, Nairobi County. The study established how internal factors such as the dominant organizational culture and specific dimensions of organizational culture, along with external factors such as market-driven influences, collectively shaped the organizational culture, consequently affecting employee performance. A qualitative, multi-case research design was utilized. It focused on the only five (5) private universities in Langata sub-county, Nairobi County. The sample size consisted of 25 participants selected through purposive sampling. The participants included Heads of Departments, administrators, faculty members, support staff, and students. Thematic data analysis was used to draw conclusions, which, in turn, provided practical insights and recommendations for leaders. The findings revealed that a collaborative and supportive organizational culture significantly enhanced employee performance in private universities in Langata sub-county, while challenges such as resistance to change and misalignment with market demands hindered the preservation and adaptation of this culture. Based on the findings of this study, these insights could guide policy-making to cultivate a performance-enhancing culture within private higher learning institutions.