Strategic Leadership Practices and Performance of Charitable Ambulance Service Organizations in Nairobi City County Kenya

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dc.contributor.advisorLinda Kimencuen_US
dc.contributor.authorKegeni, Gladys Mokeira
dc.date.accessioned2022-04-11T08:58:51Z
dc.date.available2022-04-11T08:58:51Z
dc.date.issued2021
dc.descriptionA Research Project Submitted to the School of Business in Partial Fulfillment of the Requirements for the Award of the Degree of Master of Business Administration (Strategic Management) Kenyatta University, June, 2021en_US
dc.description.abstractThere is no doubt that charitable organizations are critical contributors in the provision of essential services. The number of people contributing to charity has been reducing in the recent past due to lack of financial accountability and performance concerns. The environment in which these organizations operate therefore calls for leaders with ability to generate radical new ideas that will enable them re-invent their organizations to perform. The study was set to establish the effect of strategic leadership performance of Charitable Ambulance Service organizations in Nairobi City County. The objective of the study examined the effect of strategic direction, operational efficacy, human capital development, and control measures on the performance of charitable ambulance organizations in Nairobi City County. The study was grounded on resource-based view, upper echelon and contingency theories and adopted a descriptive research design. Pilot study was done to pretest the questionnaire. The study population consisted of 144 managers and staff out of which a sample of 130 respondents responded to the questionnaire giving a response rate of 90.28%. Descriptive and inferential statistics were used to describe the study variables while the relationship of independent and dependent variable were synthesized using multiple regression analysis. The study results showed that strategic direction had a weak positive correlation with the performance of ambulance service organizations. Operational efficacy had a strong positive correlation with performance and human capital development had an average positive correlation with performance. Finally, strategic control had average positive correlation with performance. Overall, analysis showed that strategic leadership practices had a strong positive correlation with organizational performance of charitable ambulance organizations. The study therefore concluded that there is a significant relationship between strategic leadership practices and the performance of charitable ambulance service organizations. Based on this findings, the current study recommends appropriate mix of the strategic leadership practices of strategic direction, operational efficacy, human capital development and strategic control to spur the performance of their organizations. This study can also be replicated using the same variable with other sectors to enrich the academia and study in strategic management discipline. The study is also valuable to charitable ambulance organizations as it will inform the strategic leadership practices and their influence on organizational performance.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/23552
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectStrategic Leadership Practicesen_US
dc.subjectPerformanceen_US
dc.subjectCharitable Ambulance Serviceen_US
dc.subjectOrganizationsen_US
dc.subjectNairobi City Countyen_US
dc.subjectKenyaen_US
dc.titleStrategic Leadership Practices and Performance of Charitable Ambulance Service Organizations in Nairobi City County Kenyaen_US
dc.typeThesisen_US
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