American Journal of Leadership and Governance

Leadership Styles and Organizational Resilience in Times of Crisis in Sudan

Eddie Sharief — 2024-03-11

Purpose: The aim of the study was to assess the leadership styles and organizational resilience in times of crisis in Sudan.

Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.

Findings: Research on leadership styles and organizational resilience in times of crisis underscores the critical role of leadership in navigating turbulent environments. Studies suggest that transformational leadership, characterized by vision, inspiration, and individualized consideration, tends to foster organizational resilience by promoting adaptability, innovation, and employee commitment. Additionally, servant leadership, which prioritizes the needs of others and emphasizes empathy and humility, has been linked to enhanced organizational resilience through fostering trust, collaboration, and a sense of community.

Implications to Theory, Practice and Policy: Contingency theory, social exchange theory and complexity leadership theory may be use to anchor future studies on assessing the leadership styles and organizational resilience in times of crisis in Sudan. Organizations, both public and private, should prioritize leadership development initiatives aimed at nurturing transformational leadership behaviors among their leaders. Policymakers should recognize the importance of leadership in promoting organizational resilience and incorporate leadership development initiatives into crisis management policies and strategies.

Influence of Authentic Leadership on Employee Innovation and Creativity in Technology Companies in Pakistan

Syed Hussain Sohail — 2024-03-08

Purpose: The aim of the study was to assess the influence of authentic leadership on employee innovation and creativity in technology companies in Pakistan.

Findings: The study explores the impact of authentic leadership on fostering innovation and creativity among employees within technology companies. Authentic leadership, characterized by transparency, ethical behavior, and genuine concern for employees, is found to significantly influence employee innovation and creativity. Leaders who exhibit authenticity create an environment of trust and psychological safety, encouraging employees to express new ideas and take risks without fear of retribution. Such leadership fosters a culture that values diverse perspectives and encourages experimentation, leading to increased innovation and creativity within the organization. Employees under authentic leaders feel empowered to think outside the box, collaborate effectively, and pursue novel solutions to complex problems. Consequently, technology companies benefit from enhanced adaptability, competitiveness, and long-term success as a result of nurturing authentic leadership practices within their organizational structure.

Implications to Theory, Practice and Policy: Transformational leadership theory, social learning theory and self-determination theory may be use to anchor future studies on assessing the influence of authentic leadership on employee innovation and creativity in technology companies in Pakistan. Develop and implement leadership development programs that focus on cultivating authentic leadership qualities among managers and executives in technology companies. Advocate for the inclusion of authentic leadership principles in corporate governance guidelines and regulations.

Moderating Effect of Empowerment on Servant Leadership and Church Spiritual Growth

Isaac Shaasha — 2024-04-29

Purpose: This study entailed assessing moderating effect of empowerment on servant leadership and church spiritual growth. The general objective of the study was to establish how empowerment moderates the relationship between servant leadership and church spiritual growth in Pentecostal Churches in Kenya within the Nairobi metropolitan counties. The study delved on Pentecostal Evangelical Fellowship of Africa (PEFA); Kenya Assemblies of God (KAG), and Full Gospel Churches of Kenya (FGCK), all under the umbrella of National Council of Churches of Kenya (NCCK). The study was guided by servant leadership, empowerment and spiritual leadership theories which all indicate that servant leaders play a crucial role in empowerment of church members and consequently causing effect on church growth.

Materials and Methods: Descriptive cross-sectional survey design was used for the study and pragmatism was employed as a philosophical framework for the research. The study employed a mixed method approach with both quantitative and qualitative research methods in use and data collection undertaken through, questionnaires and interview guides. The target population constituted 2000 church pastors, elders as well as members from which a sample of 333 was obtained through purposive and stratified random sampling techniques in selected Pentecostal churches within Nairobi, Machakos, Muranga, Kiambu and Kajiado counties. The total response rate was 304 (91%). Quantitative data was analyzed using descriptive statistics, correlation and regression analysis, where Statistical Package for Social Sciences (SPSS) version 29 was used. On qualitative data, thematic analysis was carried out on two focus discussions groups to determine views of participants.

Findings: Church members’ empowerment has no significant moderating effect in the relationship between servant leadership and church spiritual growth of Pentecostal Churches within Nairobi metropolitan counties of Kenya. The linearity test results for the relationship between spiritual growth and empowerment suggest a significant linear association, as indicated by the low p-values (all p-values are less than 0.05). The high F-value (197.904) and low p-value (0.000) suggest a highly significant linear relationship between Spiritual Growth and Empowerment. The Pearson's correlation coefficient (R) of 0.609 signifies a moderately strong positive relationship between spiritual growth and empowerment, indicating that as one variable increases, the other tends to increase as well. There is therefore a significant moderating effect of empowerment on servant leadership and church spiritual growth. On the research question that stated: “To what extent does Church members’ empowerment moderate the relationship between servant leadership and church spiritual growth of Pentecostal Churches within Nairobi metropolitan counties in Kenya?” Majority of participants agreed that church members’ empowerment moderated relationship between servant leadership and church spiritual growth pointing that training, involvement and sharing of responsibilities with church members by their leaders positively affected church growth both spiritually and numerically.

Implications to theory, practice and Policy: The study supported servant leadership, empowerment and spiritual leadership theories. In addition, the study bridged a number of research gaps in area of servant leadership, empowerment and church spiritual growth indicated in the statement of the problem. The most noticeable gap is the contextual gap where many studies on church growth only delved on numerical growth and leaving out spiritual growth of which this study addressed. The study recommended that the church should put more emphasis on active participation of church members in decision making processes especially on provision of suggestion boxes within the church premises for this triggers church spiritual growth. The church was recommended to adopt servant leadership style and endeavor to empower the membership so as to realize church spiritual growth.

Impact of Transformational Leadership on Organizational Performance in Public Sector Agencies in Somalia

Awaale A. A Awaale A. A — 2024-03-08

Purpose: The aim of the study was to assess the impact of transformational leadership on organizational performance in public sector agencies in Somalia.

Findings: Several studies have investigated the impact of transformational leadership on organizational performance within public sector agencies, revealing significant insights. Transformational leadership, characterized by inspirational motivation, intellectual stimulation, individualized consideration, and idealized influence, has been found to positively influence various aspects of organizational performance. These include improved employee job satisfaction, increased employee commitment, enhanced organizational citizenship behavior, and greater organizational effectiveness. Furthermore, transformational leaders in public sector agencies tend to foster innovation and creativity among employees, leading to improved service delivery and better outcomes for stakeholders. Additionally, transformational leadership has been linked to higher levels of employee engagement and motivation, resulting in increased productivity and performance within these organizations.

Implications to Theory, Practice and Policy: Social exchange theory, agency theory and social learning theory may be use to anchor future studies on assessing the impact of transformational leadership on organizational performance in public sector agencies in Somalia. Public sector agencies should invest in leadership development programs that focus on cultivating transformational leadership competencies among managers and executives. Public sector agencies should revise hiring and promotion criteria to prioritize candidates with demonstrated transformational leadership qualities.