Joyce Mogoi Orenge, Dr. Robert Mangana, Dr. Paul Kariuki


The main focus of this study was to establish the influence of strategic leadership management on performance of non-profit organizations in Nairobi County, Kenya. Specific objectives were to find out the relationship between competencies development and stakeholder involvement and performance of non-profit organizations in Nairobi County, Kenya. The study was anchored on; human capital theory and stakeholders’ theory. The descriptive research design was employed where data was collected one point in time. The unit of observation in this study was 1,749 management employees (top manager, middle level managers and lower-level managers) while the unit of observation was the 159 registered non-governmental organizations. The stratified random sampling procedure were to select the study sample. The study sample size was 326 respondents. Data was collected using a self-administered semi-structured questionnaire. A pilot test was conducted to determine validity and reliability of the data collection instrument. Quantitative reports, the tables consisted of mean and standard deviation values that was used to make interpretation of the analysis. Percentage, mean and standard deviation was used to show the frequency of responses. Tables were used to display the rate of responses and to facilitate comparison. Qualitative reports were presented in form of essay which was discussed as per the study objectives aligned with the theories and empirical study. Descriptive statistical included frequency, percentages, mean and standard deviation. Inferential statistical analysis to be used was multiple regression and correlation analysis. The significant of each independent variable was tested at a confidence level of 95%. The study's results revealed significant positive relationships between strategic leadership management practices and NGO performance in Nairobi County, Kenya. Specifically, Competencies Development, and Stakeholder Involvement were all positively correlated with NGO performance and Stakeholder Involvement had a β coefficient of 0.269 (p = 0.000). These findings underscore the importance of strategic leadership management practices in enhancing NGO performance. The study concludes that investing in staff competencies, and engaging stakeholders, is crucial for improving NGO performance in Nairobi County. Additionally, the study recommends that organizations regularly assess and adapt their strategic leadership practices, cultivate transparent communication channels, and establish mechanisms for soliciting feedback from stakeholders to ensure alignment with organizational goals.

Key Words: Strategic Leadership Management Competencies Development, Stakeholder Involvement, Non-Profit Organizations

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