Strategic Leadership And Organizational Performance In Not-For-Profit Organizations In Nairobi County In Kenya

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dc.contributor.authorKitonga, Daniel Mwendwa
dc.contributor.authorBichanga, Walter Okibo
dc.contributor.authorMuema, Benjamin Kyalo
dc.date.accessioned2019-05-02T06:48:48Z
dc.date.available2019-05-02T06:48:48Z
dc.date.issued2016
dc.description.abstractThis paper sought to examine the link between strategic leadership practices and organizational performance in not-for-profit organizations. A survey assessing strategic leadership practice and organizational performance was completed by managers representing 328 not-for-profit organizations in Nairobi County in Kenya. The study established a significant positive relationship between strategic leadership variables and organizational performance. The results found R value of 0.730 and R 2 value of 0.532 that is 53.2% of corresponding change in the Organizational Performance of NFPs for every change explained by predictor variables. The findings demonstrate that if not-for-profit leaders use well the strategic leadership they are likely to improve their organizational performance significantly. This paper examined the practice of strategic leadership in not-for-profit organizations in Nairobi County in Kenya. Future research that seeks to replicate these findings is warranted. This paper proposes the study of strategic leadership as a way of enhancing not-for-profit organizational performance.en_US
dc.identifier.urihttps://hdl.handle.net/20.500.12342/917
dc.language.isoenen_US
dc.publisherInternational Journal of Scientific & Technology Researchen_US
dc.subjectStrategic leadershipen_US
dc.subjectOrganizational performanceen_US
dc.subjectNot-for-profit organizationsen_US
dc.titleStrategic Leadership And Organizational Performance In Not-For-Profit Organizations In Nairobi County In Kenyaen_US
dc.typeArticleen_US
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