Mediating Effect of Organisational Culture on the Relationship between Innovative Leadership and Performance of Pentecostal Churches in Kenya
DOI:
https://doi.org/10.53819/81018102t2435Abstract
This study investigated the mediating effect of organizational culture on the relationship between innovative leadership and performance of Pentecostal churches in Kenya. Grounded in Schein's Model of Organizational Culture, the research employed a cross-sectional survey design, sampling 331 senior pastoral staff from 4,279 registered Pentecostal churches. Data collected through structured questionnaires were analyzed using descriptive statistics and stepwise regression. Results revealed a significant partial mediating effect of organizational culture (R²=0.659, F=208.974, p<0.05). Innovative leadership directly influenced performance (β=0.587, p<0.05) and organizational culture (β=0.635, p=0.025), while organizational culture significantly affected performance (β=0.647, p<0.05). In the final model, both innovative leadership (β=0.381, p<0.05) and organizational culture (β=0.349, p<0.05) remained significant predictors of performance, with organizational culture partially mediating the relationship. The study concluded that organizational culture plays a crucial role in translating innovative leadership into enhanced church performance. Recommendations include developing comprehensive policies to strengthen organizational cultures that support innovative leadership and improve church performance, establishing regular cultural assessments, and implementing training programs emphasizing the importance of organizational culture in achieving church objectives.
Keywords: Innovative Leadership, Organisational Culture, Performance & Pentecostal Churches.
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