The Intervening Effect of Leadership Style on the Relationship between Stakeholder Engagement and Sustainability of Anglican Church Funded Projects in Kenya

  • Dorothy Medza Tsuma Management University of Africa
  • Professor Elijah Siringi Management University of Africa
  • Dr. Leonard Wambua Management University of Africa

Abstract

Church funded projects are a powerful global concept which describes those businesses with primarily social and environmental objectives. However, these projects undertaken by the Church have been facing critical challenges in sustainability. The objective of the study was to establish the intervening effect of leadership style in the relationship between stakeholder engagement and sustainability of Anglican Church funded projects in Kenya. The study’s theoretical review was based on behavioral theory on leadership. The study adopted a cross-sectional research design aimed at collecting large number of quantitative data to establish patterns of value addition in the church projects. The study used positivism philosophy. The study’s respondents was drawn from all the Anglican Churches in Mombasa Region. The unit of analysis was the Anglican churches funded projects while the respondent was the development committee, parochial church council and church members. One development committee member was selected from each of the 11 deaneries while 2 parochial church council members was selected from the 11 deaneries while sampling was done for the church members. Yamane (1967) simplified formula was used to obtain the number of church members from the 11 deaneries. Stratified random sampling was used to select church members while purposive sampling was used to select the church committee members, parochial church council and church members. Primary data was obtained using self-administered questionnaires. The questionnaire was made up of closed questions relating to the study’s objectives. Descriptive statistics such as percentages, frequencies, mean and standard deviation was used for the quantitative data. Inferential data analysis was done using Pearson correlation coefficient and regression analysis. The results was presented in form of tables and graphs. The results indicated that there exists a partial mediation effect on the mediating role of leadership style on the relationship between stakeholder engagement and sustainability of projects. The study recommended on introduction of effective controls including processes and procedures, having a clear set of objectives and well defined staff roles and responsibilities, member involvement in project activities and having a means of measuring performance which are all geared towards ensuring effective and efficient utilization of resources and achieving satisfactory progress on sustainability of projects

Keywords: Leadership Style, Stakeholder Engagement, Sustainability, Anglican Church & Kenya.

Author Biographies

Dorothy Medza Tsuma, Management University of Africa

Post Graduate Student, Management University of Africa

Professor Elijah Siringi, Management University of Africa

Lecturer, Management University of Africa

Dr. Leonard Wambua, Management University of Africa

Lecturer, Management University of Africa

References

Ali, S., Maciejewski, A. A., Siegel, H. J., & Kim, J. K. (2014). Measuring the robustness of a resource mobilization. IEEE Transactions on Parallel and Distributed Systems, 15(7), 630-641.

Andriof, J., & Waddock, S. (2017). Unfolding stakeholder engagement. In Unfolding stakeholder thinking (pp. 19-42). Routledge.

Anglican Church of Kenya. ACK, (2019). https://www.ackenya.org/

Ansoff, H. E. McDonnell, E (2015), Implanting Strategic Management, and I second New Jersey, Prentice Hall.

Ayuso, S., Rodríguez, M. A., García-Castro, R., & Ariño, M. A. (2014). Maximizing stakeholders’ interests: An empirical analysis of the stakeholder approach to corporate governance. Business & society, 53(3), 414-439.

Bal, M., Bryde, D., Fearon, D., & Ochieng, E. (2013). Stakeholder engagement: Achieving sustainability in the construction sector. Sustainability, 5(2), 695-710.

Bartlett, A. G. (2016). Evaluating relative success of donor-funded collaborative research projects. Research Evaluation, 25(4), 405-415.

Bechtell, P. and Michele L (2015) The Management Compass: Steering the Corporation Using Hoshin Plannin New York: AMACOM.

Carol, Y., Cohen, M.W. & Palmer, G.R. (2014). Project risk identification and management, AACE International Transactions.

Chifamba, E. (2013). Confronting the Challenges and Barriers to Community Participation in Rural Development Initiatives in Duhera District, ward 12 Zimbabwe. International Journal of Current Research and Academic Review, 1(2): pp 01-19.

Densford, M. O., Rosemary, J., & Ngugi, L. (2018). Effect of Project resource Mobilization on Performance of Road Infrustructure Projects Constructed by Local Firms in Kenya. International Journal of Economics, Business and Management Research.

Freeman, D. (2015). Pentecostalism and economic development in sub-Saharan Africa. In The Routledge Handbook of Religions and Global Development (pp. 128-140). Routledge.

Herremans, I. M., Nazari, J. A., & Mahmoudian, F. (2016). Stakeholder relationships engagement, and sustainability reporting. Journal of Business Ethics, 138(3), 417-435.

Hezekiah, O., Onkware, K., & Iteyo, C. (2017). The success of Church of God-Kenya projects in poverty alleviation in Emuhaya District, Western Kenya.

Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529.

John, D. M., & Mayer, N. Z. (2017). Resource mobilization and social movements: A partial theory. In Social movements in an organizational society (pp. 15-42). Routledge.

Kanfer, R., Ackerman, P. L., Murtha, T. C., Dugdale, B., & Nelson, L. (2014). Goal setting, conditions of practice, and task performance: A resource mobilization perspective. Journal of Applied Psychology, 79(6), 826.

Keegan, A. E., & Den Hartog, D. N. (2014). Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers. International journal of project management, 22(8), 609-617.

Kitawi C., N. (2015). How Church Owned Businesses Promote Sustainability of the Church; A Case of Selected Churches in Nairobi Kenya. International Journal of Economics, Commerce and Management. Vol. III, Issue 6.

Lumbasi, G. W., K’Aol, G. O., & Ouma, C. A. (2016). The effect of participative leadership style on the performance of coya senior managers in Kenya.

Macharia, E. W., Mbassana, M., & Oduor, J. (2015). Assessing sustainability of rural water projects in naivasha, Kenya, case study: Maraigushu water project. European Journal of Business and Social Sciences, 4(7), 52-83.

Madeeha, S. & Imran, H. N. (2014). Impact of Internal Stakeholder’s Engagement on Project Portfolio Management Success, it Industry in Lahore, Pakistan. Journal of Science International (Lahore), 26(4), 1777-1782.

Mawudor, B. G. (2016). Financial sustainability of church related organizations: an empirical study on Kenya. Globethics. Net.

Mayer, I. (2015). Qualitative research with a focus on qualitative data analysis. International Journal of Sales, Retailing & Marketing, 4(9), 53-67.

Menoka, B. (2014). Stakeholder engagement and sustainability-related project performance in construction (Doctoral dissertation, Liverpool John Moores University).

Mester, C., Visser, D. & Roodt, G. (2013). Leadership Style and its Relation to Employee Attitudes and Behaviour, SA Journal of Industrial Psychology, 29(2): 72-80.

Momanyi, R. G., & Juma, D. (2015). Effect of Leadership Involvement on Strategy Implementation in the Energy Sector Parastatals in Kenya.

Moyer, J. M. (2015). Faith-Based Sustainability in Practice: Case Studies from Kenya. Journal for the Study of Religion, Nature & Culture, 9(1). 853 – 886

Musleh, U. A. (2017). Local Government Decentralization Efforts for Revenue/Resource Mobilization in Developing Countries: Rhetoric or Realities in Bangladesh. Journal of East Asian Studies, (15), 215-257.

Nijkamp, M.L. & Tanis, C. (2012). The Entprojectsrise System Experience from Adoption of Success, Novartis Foundation for Sustainable Development. Development Assistance at The Threshold of The 21st Century Report.

O’Riordan, L., & Fairbrass, J. (2014). Managing CSR stakeholder engagement: A new conceptual framework. Journal of Business Ethics, 125(1), 121-145.

Obunga, C. A., Marangu, W. N., & Masungo, T. W. (2015). Strategic Leadership and Performance of Savings and Credit Co-operative Societies in Kakamega County, Kenya. European Journal of Business and Management, 7, (13).

Ochieng’, F. O., & Sakwa, M. (2018). Impact of Participatory Resource Mobilization in The Implementation of Community Water Projects on The Well-Being of Beneficiaries’ Households in Kisumu County. The Strategic Journal of Business & Change Management. Vol. 5, Iss. 4, pp 1709 – 1720.

Okeyo, B. O. (2015). Strategic Stakeholder Management and Resource Mobilization in the University of Nairobi.

Onyango Ben Samwel (2014). Implementation of Projects in Primary school of Kisumu East District, Kenya.

Wachira, R. N. (2018). Financial sustainability determinants of government owned entities in Kenya (Doctoral dissertation, JKUAT-COHRED).

Yamane, T. (1967). Elementary sampling theory. New Jersey: Prentice-Hall.

Yin, R. K. (2017). Case study research and applications: Design and methods. Sage Publications.
Published
2019-10-21
How to Cite
Tsuma, D., Siringi, P. E., & Wambua, D. L. (2019). The Intervening Effect of Leadership Style on the Relationship between Stakeholder Engagement and Sustainability of Anglican Church Funded Projects in Kenya. Journal of Human Resource & Leadership, 3(3), 27 - 43. Retrieved from https://stratfordjournals.org/journals/index.php/journal-of-human-resource/article/view/360
Section
Articles