Kahindo, Susan Mwihaki2025-08-012025-08-012025-06https://ir-library.ku.ac.ke/handle/123456789/31017A Research Project Submitted to the School of Business, Economics & Tourism in Partial Fulfilment of the Requirement for the Award of the Degree of Master of Business Administration (Strategic Management Option) of Kenyatta University, June 2025. Supervisor Paul WaithakaThe performance of Non-Governmental Organizations (NGOs) remains a key concern for donors and sponsors worldwide, due to ongoing challenges in funding and accountability. While some NGOs excel, others face persistent performance issues, prompting research into the underlying causes. Prior research suggests that the characteristics of top managers play a significant role in determining organizational outcomes. This study examines the relationship between top management team (TMT) characteristics and the performance of humanitarian NGOs in Nairobi, Kenya. The research focused on 486 senior managers—including Executive Directors, Program Directors, Finance Managers, and Operations Managers—from 68 registered humanitarian NGOs in Nairobi, such as Kenya Red Cross, AMREF, ActionAid, CARE International, Save the Children, and World Vision. The study aimed to assess how the demographics, cognitive abilities, psychological traits, and behavioral characteristics of these leaders influence NGO performance. Drawing on the Upper Echelons Theory, Resource-Based View, and Balanced Scorecard Model, the study employed a descriptive and explanatory research design. Data were collected using a semi-structured questionnaire and analyzed for reliability (using Cronbach’s alpha of 0.7) and validity (face, content, and construct). Qualitative data were examined through thematic analysis, while quantitative data were analyzed using descriptive and inferential statistics. The results indicated that psychological traits—such as resilience and motivation—had the strongest positive association with organizational performance (β = 0.532, ρ<0.05), followed by cognitive abilities (β = 0.178), behavioral characteristics (β = 0.138), and demographic factors (β = 0.075), all statistically significant (ρ<0.05). These findings highlight the importance of diverse, emotionally intelligent, and cognitively skilled leadership teams in driving NGO performance. The study recommends that humanitarian NGOs develop policies to ensure top management teams are composed to leverage a range of characteristics for optimal performance. Further research should explore additional dimensions of TMT characteristics. These insights are valuable for both NGO leadership and scholars in strategic management aiming to enhance effectiveness in the humanitarian sector.enThesis