Organizational Performance as an Outcome of Strategic Leadership in the Context of Selected Churches Affiliated with Evangelical Alliance of Kenya
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Date
2024-02
Authors
Ouma, Emmanuel Otieno
Muthimi, Janet
Journal Title
Journal ISSN
Volume Title
Publisher
EdinBurg
Abstract
This study aimed to examine how strategic leadership affects the performance of churches
affiliated with the Evangelical Alliance of Kenya (EAK) by establishing the relationship
between balanced organizational controls as an aspect of strategic leadership and the
performance of churches affiliated with the EAK in Nairobi City County. The research design
that was considered entailed a mixed-method approach that utilized a descriptive survey
research design to investigate a sample size of 153 participants to help with the study.
Quantitative and qualitative data were gathered using semi-structured questionnaires
administered by respondents, including leaders, pastors, administrators, and personnel in
churches affiliated with EAK. A pilot study that involved 16 respondents from Agape
Fellowship Church was considered to establish the reliability using the Cronbach alpha value
of above 0.7 as the acceptable threshold. The study determined validity of the data collection
instrument. Quantitative data were analyzed using descriptive and inferential statistics
techniques and presented in tables and figures, whereas qualitative data were analyzed through
thematic analysis. The findings of this study revealed a statistically significant positive
correlation between organizational performance and balanced organizational controls.
Regression analysis indicates that balanced organizational controls collectively explain 52.8
percent of the variance in organizational performance. The study concludes that strategic
leadership significantly influences the performance of churches affiliated with EAK.
Therefore, drawing from the findings, recommendations have been fronted for strategic
management to leverage this study's findings to comprehend balanced organizational controls,
involving long-term focus, alignment of processes with goals, and continuous monitoring
significantly contribute to improved performance in EAK-affiliated churches.
Description
Article
Keywords
Balanced organizational controls, strategy, strategic leadership, organizational performance
Citation
Ouma , E. O. ., & Muthimi, J. . (2024). Organizational Performance as an Outcome of Strategic Leadership in the Context of Selected Churches Affiliated with Evangelical Alliance of Kenya. Journal of Strategic Management, 4(1), 16–27. Retrieved from https://edinburgjournals.org/journals/index.php/journal-of-strategic-management/article/view/244