Effects of Transactional Leadership Style on Project Success Among NGOs’ in Kajiado County, Kenya: Moderating Role of Quality Assurance
Main Article Content
Keywords
Transactional leadership, quality assurance, project success, NGOs, Kajiado County
Abstract
Non-Governmental Organizations (NGOs) are central to Kenya's socio-economic development, implementing crucial projects across sectors like health, education, and women empowerment. In Kajiado County, NGOs tackle pressing social issues such as gender-based violence and early marriages. However, persistent issues like project delays, budget overruns, and unmet objectives raise concerns about leadership effectiveness. While transactional leadership is a prevalent management style in this sector, its precise impact on project success is under-researched. Furthermore, limited research has explored how quality assurance (QA) mechanisms influence or modify the relationship between leadership style and project outcomes. Given the limited empirical evidence on this interaction within Kajiado County, this study aims to examine the effect of transactional leadership (TLS) on project success (PS) among local NGOs and the moderating role of quality assurance. Guided by Transactional Leadership and Contingency Theories, the study employed an explanatory research design. The target population comprised 8,308 employees drawn from 201 registered NGOs across key sectors, including health, education, women empowerment, environment, relief and microfinance. A sample of 382 respondents was selected using stratified random sampling to ensure proportional representation of each sector. Primary data was collected through structured questionnaires administered to NGO staff involved in project implementation and management. Data was coded and analyzed using SPSS version 25, employing descriptive and inferential statistics. The results indicate a strong, positive correlation between TLS and PS (r=0.725, p<0.05), which was confirmed by regression analysis (β=0.426, p<0.01). Furthermore, QA not only correlated with PS (r=0.258, p<0.01) but also served as a significant positive moderator (β=0.359, p<0.05), strengthening the TLS-PS relationship. The study concludes that the efficacy of transactional leadership in NGOs is maximized when integrated with QA mechanisms. It is recommended that NGO managers formally embed QA systems within their leadership frameworks to enhance predictability, accountability, and sustainable project success.
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Jesse Tonkei Katepi , Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University, P.O. Box 3900-30100, Kesses, Eldoret, Kenya
Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University, P.O. Box 3900-30100, Kesses, Eldoret, Kenya
F. Ochieng Owuor , Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University, P.O. Box 3900-30100, Kesses, Eldoret, Kenya
Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University, P.O. Box 3900-30100, Kesses, Eldoret, Kenya
Felishana Cherop, Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University, P.O. Box 3900-30100, Kesses, Eldoret, Kenya
Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University, P.O. Box 3900-30100, Kesses, Eldoret, Kenya