Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya

Beth Wangari Njuguna; Esther Waiganjo; Willy Muturi

doi:doi:10.11648/j.jbed.20210601.14

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Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi

Published in Journal of Business and Economic Development (Volume 6, Issue 1)

Received: 5 February 2021 Accepted: 15 February 2021 Published: 4 March 2021

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Abstract

Organizations are facing many challenges due to multiplicity of factors such as globalization and the resulting intensification of competition within organizations. This calls for a reexamination of organizational leadership and its response to the increasing competitive world. It also implies that organizations need to introduce robust organizational communication between leaders and subordinates in an institutionally supported and coherent package combined with high reliance on technology-based systems. The objective of this study was therefore to determine the influence of organizational leadership on organizational learning among private universities in Kenya. The study reviewed the theories of organizational learning focusing mainly on the human capital theory, contingency theory, and institution theory as well the empirical literature relevant to the study. The study adopted descriptive research design using both quantitative and qualitative approaches because it ensures complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was obtained from 18 private charted Universities authorized to offer higher education in Kenya, through purposive sampling. The sample population was made up of a total of 180 respondents, comprising 10 participants in the rank of senior managers from each of the 18 chartered Kenyan Private Universities. Data was collected through interview schedules and drop and pick questionnaires and analysed with the aid of descriptive and inferential statistics. A response of 87% was obtained. Pearson Product Moment Correlation analysis was carried out to ascertain the extent of the relationship between the variables. The study revealed that in private chartered universities in Kenya, organizational leadership is a valid antecedent since the variable had significant positive relationship with organization learning.

Published in	Journal of Business and Economic Development (Volume 6, Issue 1)
DOI	10.11648/j.jbed.20210601.14
Page(s)	30-36
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2021. Published by Science Publishing Group

Keywords

Organizational Leadership, Organizational Communication, Organizational Learning, Private Universities, Stratified Sampling

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APA Style

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi. (2021). Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya. Journal of Business and Economic Development, 6(1), 30-36. https://doi.org/10.11648/j.jbed.20210601.14

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ACS Style

Beth Wangari Njuguna; Esther Waiganjo; Willy Muturi. Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya. J. Bus. Econ. Dev. 2021, 6(1), 30-36. doi: 10.11648/j.jbed.20210601.14

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AMA Style

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi. Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya. J Bus Econ Dev. 2021;6(1):30-36. doi: 10.11648/j.jbed.20210601.14

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@article{10.11648/j.jbed.20210601.14,
  author = {Beth Wangari Njuguna and Esther Waiganjo and Willy Muturi},
  title = {Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya},
  journal = {Journal of Business and Economic Development},
  volume = {6},
  number = {1},
  pages = {30-36},
  doi = {10.11648/j.jbed.20210601.14},
  url = {https://doi.org/10.11648/j.jbed.20210601.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20210601.14},
  abstract = {Organizations are facing many challenges due to multiplicity of factors such as globalization and the resulting intensification of competition within organizations. This calls for a reexamination of organizational leadership and its response to the increasing competitive world. It also implies that organizations need to introduce robust organizational communication between leaders and subordinates in an institutionally supported and coherent package combined with high reliance on technology-based systems. The objective of this study was therefore to determine the influence of organizational leadership on organizational learning among private universities in Kenya. The study reviewed the theories of organizational learning focusing mainly on the human capital theory, contingency theory, and institution theory as well the empirical literature relevant to the study. The study adopted descriptive research design using both quantitative and qualitative approaches because it ensures complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was obtained from 18 private charted Universities authorized to offer higher education in Kenya, through purposive sampling. The sample population was made up of a total of 180 respondents, comprising 10 participants in the rank of senior managers from each of the 18 chartered Kenyan Private Universities. Data was collected through interview schedules and drop and pick questionnaires and analysed with the aid of descriptive and inferential statistics. A response of 87% was obtained. Pearson Product Moment Correlation analysis was carried out to ascertain the extent of the relationship between the variables. The study revealed that in private chartered universities in Kenya, organizational leadership is a valid antecedent since the variable had significant positive relationship with organization learning.},
 year = {2021}
}

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TY  - JOUR
T1  - Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya
AU  - Beth Wangari Njuguna
AU  - Esther Waiganjo
AU  - Willy Muturi
Y1  - 2021/03/04
PY  - 2021
N1  - https://doi.org/10.11648/j.jbed.20210601.14
DO  - 10.11648/j.jbed.20210601.14
T2  - Journal of Business and Economic Development
JF  - Journal of Business and Economic Development
JO  - Journal of Business and Economic Development
SP  - 30
EP  - 36
PB  - Science Publishing Group
SN  - 2637-3874
UR  - https://doi.org/10.11648/j.jbed.20210601.14
AB  - Organizations are facing many challenges due to multiplicity of factors such as globalization and the resulting intensification of competition within organizations. This calls for a reexamination of organizational leadership and its response to the increasing competitive world. It also implies that organizations need to introduce robust organizational communication between leaders and subordinates in an institutionally supported and coherent package combined with high reliance on technology-based systems. The objective of this study was therefore to determine the influence of organizational leadership on organizational learning among private universities in Kenya. The study reviewed the theories of organizational learning focusing mainly on the human capital theory, contingency theory, and institution theory as well the empirical literature relevant to the study. The study adopted descriptive research design using both quantitative and qualitative approaches because it ensures complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was obtained from 18 private charted Universities authorized to offer higher education in Kenya, through purposive sampling. The sample population was made up of a total of 180 respondents, comprising 10 participants in the rank of senior managers from each of the 18 chartered Kenyan Private Universities. Data was collected through interview schedules and drop and pick questionnaires and analysed with the aid of descriptive and inferential statistics. A response of 87% was obtained. Pearson Product Moment Correlation analysis was carried out to ascertain the extent of the relationship between the variables. The study revealed that in private chartered universities in Kenya, organizational leadership is a valid antecedent since the variable had significant positive relationship with organization learning.
VL  - 6
IS  - 1
ER  -

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Author Information

Beth Wangari Njuguna

School of Business, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
Esther Waiganjo

School of Business, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
Willy Muturi

School of Business, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

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APA Style

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi. (2021). Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya. Journal of Business and Economic Development, 6(1), 30-36. https://doi.org/10.11648/j.jbed.20210601.14

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ACS Style

Beth Wangari Njuguna; Esther Waiganjo; Willy Muturi. Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya. J. Bus. Econ. Dev. 2021, 6(1), 30-36. doi: 10.11648/j.jbed.20210601.14

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AMA Style

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi. Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya. J Bus Econ Dev. 2021;6(1):30-36. doi: 10.11648/j.jbed.20210601.14

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@article{10.11648/j.jbed.20210601.14,
  author = {Beth Wangari Njuguna and Esther Waiganjo and Willy Muturi},
  title = {Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya},
  journal = {Journal of Business and Economic Development},
  volume = {6},
  number = {1},
  pages = {30-36},
  doi = {10.11648/j.jbed.20210601.14},
  url = {https://doi.org/10.11648/j.jbed.20210601.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20210601.14},
  abstract = {Organizations are facing many challenges due to multiplicity of factors such as globalization and the resulting intensification of competition within organizations. This calls for a reexamination of organizational leadership and its response to the increasing competitive world. It also implies that organizations need to introduce robust organizational communication between leaders and subordinates in an institutionally supported and coherent package combined with high reliance on technology-based systems. The objective of this study was therefore to determine the influence of organizational leadership on organizational learning among private universities in Kenya. The study reviewed the theories of organizational learning focusing mainly on the human capital theory, contingency theory, and institution theory as well the empirical literature relevant to the study. The study adopted descriptive research design using both quantitative and qualitative approaches because it ensures complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was obtained from 18 private charted Universities authorized to offer higher education in Kenya, through purposive sampling. The sample population was made up of a total of 180 respondents, comprising 10 participants in the rank of senior managers from each of the 18 chartered Kenyan Private Universities. Data was collected through interview schedules and drop and pick questionnaires and analysed with the aid of descriptive and inferential statistics. A response of 87% was obtained. Pearson Product Moment Correlation analysis was carried out to ascertain the extent of the relationship between the variables. The study revealed that in private chartered universities in Kenya, organizational leadership is a valid antecedent since the variable had significant positive relationship with organization learning.},
 year = {2021}
}

Copy | Download

TY  - JOUR
T1  - Influence of Organizational Leadership on Organizational Learning in Private Chartered Universities in Kenya
AU  - Beth Wangari Njuguna
AU  - Esther Waiganjo
AU  - Willy Muturi
Y1  - 2021/03/04
PY  - 2021
N1  - https://doi.org/10.11648/j.jbed.20210601.14
DO  - 10.11648/j.jbed.20210601.14
T2  - Journal of Business and Economic Development
JF  - Journal of Business and Economic Development
JO  - Journal of Business and Economic Development
SP  - 30
EP  - 36
PB  - Science Publishing Group
SN  - 2637-3874
UR  - https://doi.org/10.11648/j.jbed.20210601.14
AB  - Organizations are facing many challenges due to multiplicity of factors such as globalization and the resulting intensification of competition within organizations. This calls for a reexamination of organizational leadership and its response to the increasing competitive world. It also implies that organizations need to introduce robust organizational communication between leaders and subordinates in an institutionally supported and coherent package combined with high reliance on technology-based systems. The objective of this study was therefore to determine the influence of organizational leadership on organizational learning among private universities in Kenya. The study reviewed the theories of organizational learning focusing mainly on the human capital theory, contingency theory, and institution theory as well the empirical literature relevant to the study. The study adopted descriptive research design using both quantitative and qualitative approaches because it ensures complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was obtained from 18 private charted Universities authorized to offer higher education in Kenya, through purposive sampling. The sample population was made up of a total of 180 respondents, comprising 10 participants in the rank of senior managers from each of the 18 chartered Kenyan Private Universities. Data was collected through interview schedules and drop and pick questionnaires and analysed with the aid of descriptive and inferential statistics. A response of 87% was obtained. Pearson Product Moment Correlation analysis was carried out to ascertain the extent of the relationship between the variables. The study revealed that in private chartered universities in Kenya, organizational leadership is a valid antecedent since the variable had significant positive relationship with organization learning.
VL  - 6
IS  - 1
ER  -

Copy | Download