EFFECTS OF COVAW (COALITION ON VIOLENCE AGAINST WOMEN)

CAPACITY BUILDING ACTIVITIES ON GENDER BASED VIOLENCE

PROGRAM PERFOMANCE IN NAROK COUNTY, KENYA

NOELMMBOGA INDASI

ADISSERTATIONSUBMITTEDTOTHEDEPARTMENTOFDEVELOPMENT
STUDIES SCHOOL OF EDUCATION AND SOCIAL SCIENCES IN FULFILMENT
OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER
OFARTS IN DEVELOPMENT STUDIES OF ST. PAUL’S UNIVERSITY

OCTOBER 2024

i
 DECLARATION

This dissertation is a product of my work. It is not work done in collaboration and it has never been
presented previously in any institution. I agree that this dissertation may be available for reference and
photocopying, at the discretion of St. Paul’s university.

INDASI M . NOEL

MDS/LMR/619120

Signature……………. Date 24 July 2024

APPROVAL

This thesis has been submitted for examination with our approval as university supervisors.

DR. PAUL GESIMBA

Senior Lecturer Signature Date: 24 July2024

Department of Development Studies

DR. ANTONY ODEK

Senior Lecturer Signature Date: 24 July2024

Department of Development Studies

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 DEDICATION
I dedicate this work to my mother Winnie, my daughter Raschelle and all the gallant crusaders who
continue to champion for the rights of women and girls in Narok County and beyond. With long life may
God satisfy you.

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 ACKNOWLEDGMENTS

First, I take the opportunity to thank God for the favor and grace tha thas enabled me to complete this work.
My sincere appreciation also goes to my two supervisors Dr. Paul Gesimba and Dr. Antony Odek for their
unwavering support, selfless dispensation of knowledge, and guidance throughout that enabled me to come
up with this document. I am forever grateful. My extreme appreciation also goes to the entire teaching
fraternity of St. Paul’s University especially those who taught me and availed to me the knowledge in my
subject area. May I say thank you to my family as well for enabling me to carry out my studies without
hitches. Words alone may never be enough to express my gratitude but I pray that God blesses you
abundantly.

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 ABSTRACT

Gender-Based violence (GBV) programs are critical for combating gender-related violence especially in
vulnerable populations. However, the success of these programs is strongly dependent on the programs
implementers' ability to negotiate the changing nature of GBV. This study aimed to explore the influence of
employee capacity building on the performance of GBV programs in Narok County, Kenya. The specific
objectives included examining the effect of leadership style, community empowerment, resource allocation,
and organizational innovation on GBV program’s success. Based on Modernization Theory and
Performance and Human Capital Theory, the study employed a descriptive survey design. The target group
was made up of full-time staff members from ten GBV programs that COVAW operated around the
county. Convenience and stratified sampling techniques were used to gather/select a sample of 92
respondents, comprising 42 participants from seven villages in Narok County and 50 program personnel.
Data collection involved/was carried out using an interview schedule and semi-structured questionnaires.
Quantitative data were analyzed statistically with/using SPSS software and displayed as tables, graphs, and
pie charts, and qualitative data were thematically analyzed and presented in prose and direct quotes. The
findings revealed that democratic leadership prevailed in the programs, encouraging collaboration.
However, community empowerment encountered problems owing to insufficient integration and
mobilization. The substantial reliance on donor finance/funding highlighted the importance of resource
diversification and timely allocation to maintain project pace. Furthermore, organizational innovation
emerged as a critical driver, encouraging creativity and adaptation. The study concluded that there exists
significant interconnectedness among leadership, community engagement, resource management, and
organizational adaptability in enhancing GBV program performance. The study also recommended the
adoption of diverse leadership styles, improved community engagement, and enhanced resource
management practices to ensure sustainability and effectiveness in addressing GBV.

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 TABLE OF CONTENTS

DEDICATION.............................................................................................................................................................III
ACKNOWLEDGMENTS...........................................................................................................................................IV
ABSTRACT...................................................................................................................................................................V
TABLE OF CONTENTS.............................................................................................................................................VI
LIST OF ABBREVIATION AND ACRONYMS...................................................................................................VIII
LIST OF TABLES........................................................................................................................................................IX
LIST OF FIGURES.......................................................................................................................................................X
1.1 CHAPTER OVERVIEW............................................................................................................................................1
1.2 BACKGROUND OF THE STUDY..............................................................................................................................1
1.3 STATEMENT OF THE PROBLEM............................................................................................................................4
1.4 OBJECTIVES OF THE STUDY.................................................................................................................................5
1.4.1 General objective of the study........................................................................................................................5
1.5 RESEARCH QUESTIONS.........................................................................................................................................6
1.6 JUSTIFICATION AND SIGNIFICANCE OF THE STUDY............................................................................................6
1.7 SCOPE OF THE STUDY...........................................................................................................................................7
1.8 LIMITATIONS OF THE STUDY................................................................................................................................7
1.9 BASIC ASSUMPTIONS OF THE STUDY.............................................................................................................8
1.10 DEFINITION OF TERMS....................................................................................................................................8
2.2.1 PERFORMANCE AND HUMAN CAPITAL DEVELOPMENT THEORY...................................................................9
2.2.2 MODERNIZATION THEORY..............................................................................................................................10
2.3 EMPIRICAL LITERATURE REVIEW.....................................................................................................................11
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 2.4 INFLUENCE OF LEADERSHIP STYLE ON PROJECT PERFORMANCE..................................................................11
2.5 INFLUENCE OF COMMUNITY EMPOWERMENT ON PROJECT PERFORMANCE.................................................13
2.6 INFLUENCE OF RESOURCE ALLOCATION ON PROJECT PERFORMANCE..........................................................14
2.7 INFLUENCE OF INNOVATION ON PROJECT PERFORMANCE..............................................................................15
2.8 CONCEPTUAL FRAMEWORK..............................................................................................................................19
CHAPTER THREE.....................................................................................................................................................21
RESEARCH METHODOLOGY................................................................................................................................21
3.1 INTRODUCTION....................................................................................................................................................21
3.2 AREA OF STUDY..................................................................................................................................................21
3.3. RESEARCH DESIGN.............................................................................................................................................22
3.4 TARGET POPULATION.........................................................................................................................................22
3.5 SAMPLING AND SAMPLE SIZE.............................................................................................................................23
3.6 DATA COLLECTION INSTRUMENTS..............................................................................................................24
3.6.1 Questionnaires.............................................................................................................................................24
3.6.2 INTERVIEW SCHEDULE....................................................................................................................................24
3.7 DATA COLLECTION PROCEDURE.......................................................................................................................25
3.8 DATA ANALYSIS..................................................................................................................................................26
3.8.1 Quantitative Data Analysis..........................................................................................................................26
3.8.2 Qualitative Data Analysis............................................................................................................................26
3.9 VALIDITY AND RELIABILITY OF RESEARCH INSTRUMENTS.............................................................................27
3.10 VALIDITY OF RESEARCH INSTRUMENTS..........................................................................................................27
3.11 RELIABILITY OF INSTRUMENTS........................................................................................................................28
3.12 ETHICAL CONSIDERATIONS..............................................................................................................................28
CHAPTER FOUR........................................................................................................................................................29
DATA ANALYSIS, PRESENTATION AND DISCUSSION OF THE FINDINGS..............................................29
4.1 INTRODUCTION..............................................................................................................................................29
4.2 RESPONSE RATE............................................................................................................................................29
4.3 DEMOGRAPHY OF RESPONDENTS.................................................................................................................29
4.3.2 LENGTH OF WORK.........................................................................................................................................30
4.3.3 EDUCATION....................................................................................................................................................31
4.3.4 POSITION AT WORK.......................................................................................................................................31
4.4 THE INFLUENCE OF LEADERSHIP STYLE ON GENDER BASED VIOLENCE PROGRAM PERFORMANCE....32
4.4.1 LEADERSHIP STYLE APPLIED.......................................................................................................................32
4.4.2 ARE YOU SATISFIED WITH LEADERSHIP?.....................................................................................................34
4.4.3 LEADERSHIP STYLE ADOPTED CATALYZES PERFORMANCE......................................................................35
4.4.4 LEADERS NOT INSPIRING..............................................................................................................................37
4.4.5 TYPE OF PROJECT DEMANDS COLLABORATION.........................................................................................40
4.4.6 WHO IS RESPONSIBLE FOR PROJECT EXECUTION?...................................................................................41
4.5 THE INFLUENCE OF COMMUNITY EMPOWERMENT ON GENDER BASED VIOLENCE PROGRAM
PERFORMANCE..........................................................................................................................................................42
4.5.1 EXTENT TO WHICH COMMUNITY IS GIVEN PRIORITY................................................................................42
4.5.2 EXTENT TO WHICH PROJECTS ARE SUCCESSFUL.......................................................................................45
4.5.3 COMMUNITY ENGAGEMENT ENSURES THEY OWN PROJECT.....................................................................45
4.5.4 WHEN COMMUNITY IS INVOLVED SUCCESS IS HIGH.................................................................................46
4.5.5 THE COMMUNITY GETS A CHANCE AT EACH STAGE TO GIVE THEIR INPUT.............................................47
4.5.6 WE MODIFY GOALS TO ATTAIN COMMUNITY INTERESTS........................................................................48
4.5.7 WHO DO YOU INVOLVE IN THE COMMUNITY PROJECT..............................................................................48
4.5.8 AFTER HOW LONG DO YOU GET FEEDBACK?..............................................................................................49
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 4.6 THE INFLUENCE OF RESOURCE ALLOCATION ON GENDER BASED VIOLENCE PROGRAM......................51
4.6.1 FUNDING SOURCES........................................................................................................................................51
4.6.2 SOME PROJECTS STALL BECAUSE OF INADEQUATE RESOURCES..............................................................52
4.7 THE INFLUENCE OF ORGANIZATIONAL INNOVATIVENESS ON GENDER BASED VIOLENCE PROGRAM
PERFORMANCE..........................................................................................................................................................53
4.7.1 TO WHAT EXTENT IS INNOVATIVENESS IMPACTFUL.................................................................................54
4.7.2 NEW IDEAS WELCOMED................................................................................................................................55
4.7.3 WHEN PEOPLE ARE GIVEN A CHANCE IT ENRICHES THE ORGANIZATION.................................................55
4.7.4 KNOWLEDGE SHARING HELPS TO ADVANCE NEW IDEAS............................................................................56
4.8 PROJECT PERFORMANCE OF GENDER BASED PROGRAMS.........................................................................57
4.8.1 WHAT INDICATORS DO YOU USE TO MEASURE EFFECTIVENESS OF YOUR PROJECT.................................58
4.8.2 THE PROJECT HAS A WELL GOVERNED MANAGEMENT STRUCTURE..........................................................59
4.8.3 COMPREHENSIVENESS OF THE PROJECTS....................................................................................................59
4.8.4 PROJECT IS ADAPTIVE...................................................................................................................................60
.................................................................................................................................................................................... 60
4.8.5 HOW DO YOU MEASURE PERFORMANCE?....................................................................................................60
4.9 EMPIRICAL ANALYSIS...................................................................................................................................62
5.1 SUMMARY OF THE FINDINGS................................................................................................................................71
5.2 INFLUENCE OF LEADERSHIP STYLE ON THE PERFORMANCE OF THE COVAW PROGRAMS..................................71
5.3 COMMUNITY EMPOWERMENT AND PERFORMANCE OF COVAW PROGRAMS.......................................................72
5.4 RESOURCE ALLOCATION’S INFLUENCE ON THE PERFORMANCE OF COVAW PROGRAMS...................................72
5.5 ORGANIZATIONAL INNOVATIVENESS AND PERFORMANCE OF THE COVAW PROGRAMS......................................73
5.6 CONCLUSIONS.......................................................................................................................................................73
5.7 RECOMMENDATIONS.............................................................................................................................................74
5.8 SUGGESTION FOR FURTHER STUDIES....................................................................................................................75
APPENDICES...............................................................................................................................................................80
APPENDIX I: QUESTIONNAIRE FOR RESPONDENTS...............................................................................................80
APPENDIX II: INTERVIEW SCHEDULE..........................................................................................................................87
APPENDIX III: NACOSTI RESEARCH PERMIT......................................................................................................88
881819............................................................................................................................................................................ 88
APPENDIX IV INTRODUCTION LETTER....................................................................................................................89
APPENDIX V: KREJCIE AND MORGAN’S FORMULAE FOR CALCULATING SAMPLE SIZE.............................................90

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 LIST OF ABBREVIATION AND ACRONYMS

CBS Central Bureau of Statistics

COVAW Coalition of Violence Against Women
FGM Female Genital Mutilation
GBV Gender Based Violence
HRM Human Resources Management
NACOSTI National Council of Science and Technology
NGOs Non-Governmental Organizations
OECD Organization for Economic Co-operation and Development
SDG Sustainable Development Goals
SMEs Small and Micro-sized enterprises
SPSS Statistical Package for Social Sciences
TQM Total Quality Management
UNDP United Nations Development Program
UNDP United Nations Development Program
VAWA Violence Against Women Act

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 LIST OF TABLES
Table 4.1 Education Levels...............................................................................................39
Table 4.2 Work Position within the NGO.........................................................................40
Table 4.3 Leadership style applied....................................................................................41
Table 4.4 Level of satisfaction with leadership.................................................................43
Table 4.5 Responses on whether style adopted helps in catalysing performance..............44
Table 4.6 Whether the employees derive inspiration from the current leadership styles...46
Table 4.7 Responses on whether collaboration is key in attainment of the project objectives 49
Table 4.8 Person responsible for Project Execution..........................................................50
Table 4.9 Extent to which Community is given Priority....................................................51
Table 4.10 Extent to Which Projects are Successful...........................................................53
Table 4.11 Community Engagement Ensures they own Project..........................................53
Table 4.12 Whether success is high when community is involved......................................54
Table 4.13 Whether Community gets a chance at each Stage to give their Input................55
Table 4.14 Who is involved in the community project?......................................................57
Table 4.15 Response on time of feedback...........................................................................58
Table 4.16 Sources of Funding............................................................................................60
Table 4.17 Whether resources contribute to project success...............................................61
Table 4.18 How often do you employ innovativeness?.......................................................62
Table 4.19 Extent to innovativeness is impactful...............................................................63
Table 4.20 Whether New Ideas are welcomes.....................................................................64
Table 4.21 When people are given a chance, it enriches the organization...........................64
Table 4.22 Whether Knowledge sharing helps to advance new ideas..................................65
Table 4.23 Performance rating in the organization..............................................................66
Table 4.24 Whether the project has a well governed management structure.......................68
Table 4.25 Whether projects is comprehensive...................................................................69
Table 4.26 How performance is measured..........................................................................70
Table 4.27 Regression results for the impacts Leadership style on expected outcomes.....73
Table 4.28 Regression results for the degree to which various leadership styles inspire employees 74
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Table 4.29 Perception of Leadership Style as a Performance Catalyst................................75
Table 4.30 An ordinal regression results on Perception of collaboration as a key success component 77

LIST OF FIGURES

Figure 2.1 Conceptual Framework........................................................................25

Figure 4.1 Distribution of Respondents based on Gender.....................................37
Figure 4.2 Distribution of Responses according to Length of Work.....................38
Figure 4.3. Modification of goals for attain community interests..........................56
Figure 4.4. Indicators for measuring project effectiveness.....................................67
Figure 4.5. Whether Project is adaptive..................................................................69

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xii
 CHAPTER ONE

INTRODUCTION

1.1 Chapter Overview

This chapter serves as an introduction. It gives an overview of the study's history/ background information.,
It also covers the objectives research questions, significance, scope, constraints/limitations, as well as
definitions of key words.
1.2 Background of the Study

According to World Bank (2020), Gender Based Violence (GBV) is a worldwide epidemic that impacts on
one out of every three women at some point in their lives. This is because200 million women have endured
female genital mutilation (FGM), 7% of women have been sexually abused, and 35% of women globally
have faced physical or sexual intimate partner violence. This has not only affected the individuals, but also
their families and the countries at large. For instance, it is estimated that the cost of violence against women
to nations could be as 3.7% of GDP. According to the UN (2016), women in India may miss up to five paid
workdays on average for every instance of intimate partner abuse, which equates to a 25% reduction in pay
for each incidence. The annual costs of violence against women, particularly that which is related to
intimate partner violence, are estimated by the United Nations Development Program (UNDP) to be 5.8
billion US dollars in the United States, 1.6 billion in Canada, and 11.38 billion in Australia (UNDP, 2016).
Other aspects of society that are impacted by gender-based violence include the legal and health systems,
the welfare and child support systems, and the productivity of women, all of which have a detrimental
effect on a society's capacity to achieve its aspirations for growth.

To combat GBV globally, the World Bank and other global partners have collaborated with countries and
stakeholders to support programs addressing GBV, with over $300 million being invested in development
projects dedicated to this cause (World Bank, 2020). Through these finances, GBV components have been
more easily included into sector-specific initiatives that cover transportation, education, social protection,
and forced displacement. International organizations are now sponsoring local projects to end poverty and
accomplish the SDGs and Vision 2030 development targets, as a result of realizing the long-term effects of
GBV.
After recognizing the complex nature of GBV, there has been a concerted effort towards knowledge sharing
and learning. For instance, research institutions in South Asia have collaborated with global players to
compile meaningful information on GBV, aiding decision-making for interventions (Barney, 2021).
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Additionally, significant funds, such as the $13 million spent by the World Bank in DRC, Nepal, Papua
New Guinea, and Georgia, have been directed towards GBV prevention, mitigation, and knowledge-
building (World Bank, 2020). These funds are primarily utilized by NGOs and projects operating at the
community level, emphasizing the crucial role of effective resource allocation. Kinyatta (2020) highlights
that the success of these programs is intertwined with organizations' capacity to manage resources
efficiently through effective leadership. Building on this, Chaudhuri and Morash (2019) assert that efficient
resource allocation, combined with organizational capacity building, significantly enhances the success and
sustainability of programs addressing societal challenges like GBV. Thus, by prioritizing proper resource
management and organizational capacity building, initiatives aimed at combating GBV can achieve greater
impact and long-term success.
Capacity building has become a widely established strategy in both public and private organizations
worldwide since the introduction of the human resources approach to development. Waheed (2016) posits
that capacity building programs inside public and commercial institutions have played a significant role in
the success of newly industrialized states like Taiwan, Malaysia, Hong Kong, and Singapore. Waheed
(2016) further explains thatthe Sustainable Development Goals (SDGs) require countries worldwide to
formulate policies aimed at strengthening institutional capacity to foster economic development. Therefore,
capacity building in both private and public institutions emerges as a crucial element in ensuring
sustainable organizational performance aligned with the objectives of the SDGs.

However, the success of these programs hinges on the capacity and leadership of the organizations
executing them. According to Kinyatta (2020), funds provided to initiatives such as gender-based violence
eradication are generally used by NGOs and community-based projects. As a result, the effective use of
these monies becomes critical in building the organizations’ influence in communities. This emphasizes the
need for strong leadership and organizational innovation within these companies to ensure efficient
resource use and effective program execution. The success of the Violence Against Women Act (VAWA)
in the United States demonstrates the value of strong leadership and organizational innovation in creating
effective responses to gender-based violence. VAWA has made considerable advances in combating
gender-based violence in the Unites States serving as a paradigm for effective program implementation
throughout the globe (Scott, et al., 2018).

In Nigeria, a study by Ojokuku (2014) which looked into how capacity building affected employee
performance in a few different organisations found a high positive correlation between staff performance
and capacity building. This suggests that increasing employee performance through capacity building leads
to better organisational performance. Since capacity-building inputs and activities not only produce
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capacity-building outputs (such as new knowledge, skills, and management capabilities), but also help to
realise other output targets, capacity-building is regarded as a critical management issue in any
organization.
According to Nanfooso (2011), capacity building in Africa dates back to the year 2000when the African
Development Bank and the World Bank together announced an attempt to raise money for economic policy
units and training programs meant to enhance the operations of certain ministries and agencies and assist
them in their planning and management duties. This was also intended to promote good governance and
poverty alleviation. At the time, it was acknowledged that the effective performance of an organization lies
in its ability to engage in a continuous endeavor to boost the capacity of the members working in it.

Organizational capacity determinants have a considerable impact on organizational performance, according

to a study by Chematani (2016) on the subject in Kenyan civil organizations. Stated differently,
organizations that prioritize capacity investment towards goal attainment outperform those that do not. The
study found that, because capacity building makes it simple for organizations to link the accomplishment of
goals to advancement, it is among the best methods for assessing the output of organizational performance.
Research from Kadian (2010), Wanyama (2010), and Mutsotso (2014) shows that workers who participate
in capacity building typically show high levels of productivity. In particular, Gallup (2019), expounds that
highly contented employee groups frequently demonstrate above-average levels of loyalty, productivity,
and longevity at work. As a result, productivity increases and service delivery improves.

Omondi (2016) notes that many NGOs in Kenya are adopting the use of capacity building in order to
enhance their performance. The author states that those NGO’s that have a sense of direction and focus
usually have the ability to develop staff competencies beyond just the academic qualifications that they
have to personal mastery. Shapiro (2016) highlights the importance of organizations prioritizing the
development of their employees' capacities for effectiveness. This viewpoint is consistent with a research
done in Kenya that shows how important community empowerment is to the accomplishment of
development initiatives. For instance, Lusambili et al.'s (2021) study on community empowerment and
sustainable development in rural Kenya discovered that empowering communities through education,
participation in decision-making processes, and access to resources all contributed significantly to the
success and sustainability of development initiatives. Chege (2020) further explains that lack of community
empowerment has historically hampered progress in the country's various developmental programs. In
addition, an empowered community is one that has the conditions to give its members mastery over their
lives while changing their social and political environment.

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The prevalence of gender-based violence (GBV) in Narok County, exacerbated by deeply entrenched
traditional and cultural practices, underscores the urgent need for effective intervention. For instance, the
Narok County Assessment Report (2021) reveals alarming statistics, with a staggering 78% prevalence rate
of female genital mutilation (FGM) in the region, often conducted covertly and unreported. In response to
this pressing issue, NGOs play a crucial role in enhancing their capacity to address GBV within the
community.

One such NGO is CoalitionOnViolenceAgainst Women (COVAW), established in Kenya in 1995 to

combat the silence surrounding violence against women and girls. According to COVAW (2022), the
organization has, since its inception, invested in empowering women and girls to assert their rights,
ensuring equitable access to resources, opportunities, and justice for survivors of GBV. By targeting norms,
laws, policies, and practices that perpetuate GBV, COVAW aims to establish robust regulatory and
institutional frameworks for eradicating gender-based violence. Therefore, it is against this background that
the study sought to evaluate the influence of organizational capacity building on the performance of the
COVAW Gender Based Violence programs in Narok County.

1.3 Statement of the Problem

Gender-Based Violence (GBV)’s prevalence is still a big worry in many parts of Kenya, particularly Narok
County. According to Physicians for Human Rights (2023), a significant proportion of Kenyan women and
girls, aged 15-49, have reported experiencing physical abuse at least once in their lifetime (45%), and 14%
have reported sexual assault. However, many of these incidents go unreported. The most common types of
GBV include human trafficking, forced child marriage, female genital cutting (FGC), and domestic and
sexual abuse.

Narok County is one of the counties in Kenya where GBV especially in form of FGM is still prevalent and
is believed to have contributed to the high number of teenage pregnancy and child marriage. The county
also exhibits worrying emerging trends that include a lowered age of cutting, heightened secrecy,
medicalization of FGM/C, adoption of less severe forms of cutting and cross-border cutting (along the
Kenya-Tanzanian border).

GBV has immediate and long-term effects not only on the victims’ well-being but also negative
consequences for the society at large. Putting an end to all forms of violence in families, and in
communities is important for individual’s rights and well-being as well as a sustainable future. Cognizant
of this fact, the government has ratified several international legal instruments that have become part of
4
Kenyan law as provided for in Article 2 of the Constitution and the enactment of the Prohibition of Female
Genital Mutilation Act, 2011. A few more pieces of law include the National Policy on the Prevention and
Response to Gender-Based Violence, the Protection against Domestic Violence Act (2015), and the Sexual
Offences Act (2006).
Non-Governmental Organizations have also been at the forefront in preventing and managing GBV in the
county. One of the NGOs with intricate plans in place to eradicate GBV in Narok County is COVAW. It
was established in 1995 in reaction to Kenyan society's silence regarding GBV. Its programs include:
Outreach and training, Sensitization and training of communities, Advocacy and lobbying, public interest
litigation, publications as well as offering psychosocial support as well as women’s leadership
development.

Gender-based violence is pervasive in Narok County despite the existence of numerous laws and
awareness-raising campaigns by various organizations, including COVAW. This suggests that existing
initiatives have not had much of an impact on regulating GBV in the region. The female genital mutilation
(FGM), which is mostly concealed under culture, is reported by 78% of women in Narok County,
according to the Kenya National Bureau of Statistics (KNBS), indicating a high incidence of GBV (KNBS,
2019).

These numbers highlight the persistent challenges of successfully combating GBV, notwithstanding the
deployment of capacity-building efforts and existing regulatory frameworks. According to SNV (2017),
most of the programs in the area are shiny on paper but poor in implementation and as a result do not
achieve the objective of eradicating GBV. No doubt the influence of COVAW on the performance of the
GBV program in Narok needs to be checked. The aims of SGDs and Vision 2030 cannot be efficiently
achieved in an insecure socioeconomic environment as epitomized by GBV hence it needs to be prevented
and controlled. This can only be achieved through effective programs.

To this date, no previous research seems to have evaluated the influence of programs that deal with GBV in
Narok County, Kenya. Neither has any studies been found that focus on how NGO engaged in
humanitarian programs to prevent the perpetration of GBV in these specific contexts. The thrust of this
study rests on the fact that there has been remarkable persistence of GBV despite enhanced capacity
building and growing awareness of its dangers. Narok County is still one of the counties in Kenya where
GBV especially in the form of FGM and forced marriages are still prevalent.

5
1.4 Objectives of the Study
1.4.1 General objective of the study
The primary goal of this research was to evaluate the influence of COVAWon Performance of the GBV
program in Narok County, Kenya.
1.4.1.1 Specific Objectives
Theresearch aimedto:
a) Analyse the impact of leadership style on the effectiveness of the GBV program in Kenya's Narok
County.
b) Examine community empowerment’s influence on the GBV program performance in Narok County,
Kenya.
c) Examine the influence of resource allocation on the GBV program performance in Narok County,
Kenya.
d) Analyze the influence of organizational innovativeness on the GBV program performance in Narok
County, Kenya.

1.5 Research Questions

The study was guided by the following research questions:
a) What is the influence of leadership style on the GBV program performance in Narok County?
b) How does community empowerment influence the performance of GBV program in Narok County?
c) What is the influence of resource allocation on the GBV program performance in Narok County?
d) What is the influence of organizational innovativeness on the GBV program performance in Narok
County?

1.6 Justification and Significance of the Study

Several Studies have been carried out in a bid to establish the effects of Capacity Building on the
performance of Organizations; . For instance, Omondi (2016) conducted research on how project
performance among NGOs in Kenya that work with the Danish Refugee Council was impacted by capacity
building initiatives. This study, however, concentrated on the impact of COVAW on GBV programs in
Narok County, as opposed to Omondi's study, which was more concerned with the refugee program. The
decision to select COVAW was made due to its distinction as a group whose main goal is to end violence
against women and girls in Kenyan culture. Furthermore, COVAW has become much more well-known
across the country as a whole. On the basis of policy, practice, and understanding, the importance of this
study is proven. It will add to the corpus of information about organizational capacity building and
performance. The study may be useful in highlighting key areas that influence performance of GBV
programs such as leadership style, community empowerment influence, resource allocation and
6
organizational innovativeness. The importance of this study is enhanced by the fact that it is the first and
only study of its kind to focus on organizational performance. Consequently, it could lead to the
advancement of understanding concerning organizational effectiveness and capacity growth.

The results of this study may help shape and modify upcoming initiatives in Kenya to prevent GBV in a
more creative way. It is possible that NGOs in other countries and crisis situations will be motivated to
incorporate successful GBV prevention strategies into their programs by the collection and analysis of best
practices as well as the lessons discovered from the real-world Narok cases. The study's recommendations
would be very helpful in developing more potent GBV prevention tactics. Lastly, future studies could draw
inspiration from the gaps in present understanding that have been discovered.

1.7 Scope of the Study

The primary objective of this study was to assess the impact of COVAW on the performance of GBV
programs in Narok County, Kenya, focusing specifically on four key parameters: leadership style,
community empowerment, resource mobilization, and innovation. This selection criteria was made since it
significantly impacts on the effectiveness of the organization. The study's focus was restricted to managers
and employees of COVAW programs in Narok County. By concentrating on this target population, the
study aimed to gather insights directly from those involved in implementing GBV programs, allowing for a
comprehensive evaluation of COVAW's influence on program effectiveness within the local context.

The study also took into account the broader context of Narok County, Kenya, including its cultural and
socioeconomic aspects. Understanding the local context was critical for evaluating the performance of
GBV programs because it revealed the particular problems and possibilities that COVAW faced in its
attempts to combat gender-based violence. Furthermore, the study looked at how external factors including
government policies, financial availability, and community views affected the implementation and
outcomes of COVAW initiatives. By taking these contextual elements into account, the research got a
thorough picture of the breadth and impact of COVAW's initiatives in Narok County.

1.8 Limitations of the Study

The study faced a number of challenges. Convenience was the first issue to arise because it was difficult to
find a good time and location for employee interviews because they were frequently preoccupied with their
work. This issue was mitigated by scheduling appointments in advance to accommodate their work
schedules. Secondly, the sensitivity of workplace-related information posed a concern, with employees
being hesitant to share details due to fears of repercussions from their superiors. In order to address this, the
7
respondents were given the assurance that their information would be kept private and used only for
academic purposes. Additionally, the study was conducted during the Covid-19 pandemic, which presented
challenges related to social distancing and limited interactions. To address these issues, precautions were
taken to minimize physical contact and avoid unnecessary movement during the research process.

1.9 Basic Assumptions of the Study

During the field study, several assumptions were validated, confirming the presence and effectiveness of
capacity-building programs in training NGO personnel in Narok County. This was evidenced by structured
training modules and regular workshops aimed at enhancing the skills and knowledge of NGO staff.
Additionally, the study found that employees willingly participated and provided comprehensive and
accurate responses, ensuring the researcher obtained the desired insights reflecting the true state of
capacity-building efforts within the NGOs. Furthermore, the research assumption that these capacity-
building programs have tangible impacts on the community was substantiated. The programs significantly
contribute to community development, evidenced by improved local governance, enhanced livelihoods,
increased community engagement in sustainable development initiatives, better resource management,
higher levels of education and health awareness, and more effective advocacy for community rights.
Overall, the study's findings underscored the crucial role of capacity-building programs in strengthening the
operational effectiveness of NGOs and driving meaningful, sustainable community development in Narok
County.

1.10 Definition of Terms

Capacity Building: This is the process through which people and organizations acquire, enhance, and hold
onto the information, tools, equipment, and other resources necessary to perform their work competently. It
makes it possible for people and organizations to operate more effectively.

Capacity building gap: This refers to a discrepancy between an organization's goals and objectives (as
stated in its vision and mission) and its actual or potential ability to accomplish its vision and mission.

Capacity building challenges: These are those obstacles that prevent an organization from attaining its
objectives in terms of performance

Community Empowerment: Refers to the process of enabling communities to increase control over their
lives

8
Leadership Style: Describes a leader's approach to setting goals, carrying them out, and inspiring
followers.

Organizational capacity: This in the context of the present study means a planned social entity that is
purposefully designed to achieve particular objectives.

Organizational Development: Organization development as a practice involves an ongoing, systematic

process of implementing effective organizational change.

Performance: This refers to an organization's capacity to fulfil its overarching mission and meet its
objectives. Four primary measures can be used to describe an organization's performance: relevance,
effectiveness, efficiency, and financial sustainability.

Resource availability: Refers to the presence of the information, finances and needs that an organization
needs to implement its plans
Service Delivery: This is the extent to which an organization discharges its mandate to the recipients

CHAPTER TWO
LITERATURE REVIEW

2.1 Introduction
This chapter reviews the literature that is related to the study. Specifically, the chapter begins with the
outline of the theoretical framework that guided the study. Literature related to capacity building based on
the objectives of the study is also reviewed. It also presents the research gap that exists in this field that the
research seeks to fill. Lastly, the chapter presents the conceptual framework which demonstrates the
relationships between the various variables of the study.
2.2 Theoretical Review
Two theories, the Performance and Human Capital Development theory and the Modernization theory were
used to advance the argument in the study.

9
2.2.1 Performance and Human Capital Development Theory

According to Caine (2005), the Performance and Human Capital Development Theory views people and
organizations as complementary parts of a single journey. The performance process is often composed of
context, knowledge, identity, fixed variables, and personal elements. Certain people argue that poverty
emerges at large degrees of absent impairment. At the same time, they are usually felt at the institutional
level where institutions lack certain competences cannot function properly. The role of human capital in
explaining growth performance as an entry point towards measuring the role of capacity in the
organization’s development is very central. Therefore, based on this theory, organizations are required to
not only scale up finances and staff resources, but also put in place systematic measures to ensure that staffs
working in an organization are constantly exposed to knowledge that will improve their performance.

The theory was appropriate for the present study because it proposes that when organizations invest a
significant level of resources in its employees, the end result is usually an improvement in organizational
performance. The study evaluated the influences of resources as invested by COVAW on performance of
GBV programs performance in Narok County, Kenya. The study specifically assessed the influence of
leadership style on the GBV program performance in Narok County, Kenya. The study also examined the
influence of community empowerment as invested by COVAW on GBV program performance in Narok
County, Kenya. Other strategies used by COVAW included resource allocation and organizational
innovativeness.
The theory's primary flaw is that it only considers one linear pathway to describe the intricate relationship
between many occupations and levels of education, making it unable to explain how education increases
productivity. To counter this, the present study relied on Modernization Theory as discussed in the next
sub-section.

2.2.2 Modernization Theory

The second theory is criticalbecauseGBVis areflectionof the traditionalsociety. These societies are
undergoing transitions because of their interaction with the global world and hence it becomes imperative
to understand what dictates these changes. This theory originated in Germany during the era of Max Weber.
However, it gained fame in 1970’s when Talcot Parsons postulated it. It is based on the argument that for
social progress to take place, traditional societies must transform their systems and align them to those
systems that are considered developed. Developments such as new data technology, methods of transport,
communication as well as capacity building are necessary for state to attain development. It is also

10
understood as a process in which the developing countries align their systems in orderto suit those of the
developed countries. When modernization increases within a society, the individual becomes increasingly
important.

Therefore, this study advanced the argument postulated by the Development. Theory in arguing that
capacity building in organizations is a process that is intended to enhance societal development and align
them to the systems of those countries that are already advanced in terms of technology, political and
social systems. Therefore, when the employees of NGOs that aim to transform the society have essential
skills especially in the form of leadership style ,they become more effective and thus make the NGO to
increase its performance in terms of societal transformation. At the same time, societies that are impacted
by the NGOs are more prone to transit from traditional to modern lifestyles. Therefore, when community
members are empowered in terms of the required or appropriate skills, then they are likely to improve the
project’s success. Innovation is also essential for any project to succeed but this can be moderated by
allocation of enough funds.

2.3 Empirical literature review

Gender-based violence impacts on one in three women at some point in their lives worldwide (World Bank
2019). The report states that 35 percent of women globally had been victims of physical or sexual violence.
Indeed, 7% of women reported having experienced sexual assault in the hands of someone other than their
husband. The problem has enormous societal and financial ramifications in addition to being catastrophic
for the survivors. It is estimated that in certain nations, the cost of managing violence against women
against the GDP is 3.7%. Several studies have indicated that children who witness violence as they grow up
are more likely to either become future victims or perpetrators of violence. Organizations like the World
Bank have taken an interest in GBV globally and work in partnership with global stakeholders to promote
initiatives that involve investment, research, and learning.

Research that was funded by Eunice Kennedy established that when women are empowered with
knowledge, skills and social support, they mitigate gender-based violence related health outcomes. In
Nepal, RTI (2019) also established that the government was keen in policy reforms which are aimed at
addressing GBV. The government supports programs that entail social equity and achieve the eradication of
GBV. In Iraq, USAID (2020) rolled out programs which were aimed at improving local governance in
enhancing the campaign against GBV. For example, one common violence against women was called
‘honor killing’. This type of violence touched on the women’s right to life.. The major recommendations of

11
USAID involved repealing the penal code, creating awareness among the media to stop the violence and
religious entities. This move also involves academic institutions and media outlets who are to raise
awareness and identify ways to encouraging religious organizations against violence.
2.4 Influence of Leadership Style on Project Performance
Ojukuku (2012) asserts that a project's or organization's success can be determined largely by its leadership
style. A leader's duties include inspiring, guiding, and influencing a group of individuals in a specific
direction. As such, the style of leadership connotes the manner and approach in which the leader ensures
that direction, implementation and motivation are done. Leaders influence people towards the realization of
their potential. There are several types of leadership styles, each with its own merits and demerits.

Klang Valley. Chua, Basit, and Hassan (2018) employed a handy non-probability sampling strategy to
select a sample of 250 respondents for their study. The results of the study showed that both authoritarian
and democratic leadership philosophies significantly and favourably affect worker performance. The study
did find, however, that a laissez-fair leadership style had no discernible effect on worker performance. This
suggests that leaders with highly distinctive styles had a greater impact on worker performance and hence,
organizational production. Even though the study's conclusions about the relationship between leadership
style and organizational success are noteworthy, further research was needed to fully understand how
leadership style affects project performance, particularly in Kenya.

In an Asian context, Khan et al. (2020) evaluated the impact of transformational leadership on workers' job
outcomes, such as their productivity and burnout, as well as their work behaviour, such as social loafing at
work. It was discovered that improving organisational performance is influenced by a leader's style. The
study, which was based on a cross-sectional survey of 308 workers in the telecom industry discovered that
this kind of leadership has a strong positive association with employee intrinsic motivation, which enhances
organizational performance. In contrast to earlier research, the studyexamined additional problems
including workplace fatigue, social loafing, and intrinsic motivation that affect an organization's overall
effectiveness. However, the study employed a cross-sectional survey design which may have ambiguity in
establishing causal direction. To counter this, the present study used mixed method research.

According to Clarke (2021), transformational leadership is centered on the needs and growth of followers.
Supervisors who use this style of leadership tend to concentrate on their staff members' growing value
systems, motivation, and interests. It helps the employees working under the leader to not only achieve
their goals, but also be expressive and adaptive to new and improved practices as well as changes in the

12
environment (Clarke, 2021). This leadership style has been lauded as a style which accrues more benefits to
the employers. The second leadership style, according to Bass (Pierro, 2021), is transactional leadership.
This leadership style achieves the goal of satisfying the employees who thrive on rewards for their
performance. From this perspective, this type of leadership thrives on who gets what. The loyalty and
commitment of employees towards a particular task is rewarded in form of promotions, bonuses as well as
monetary rewards. Therefore, this approach is based on the end justifies the means maxim; the end being
the task to be accomplished by the project whereas the means are the rewards and punishments given to
those who comply and fail to comply respectively.

A study conducted by Akparep et al. (2019) looked at how the democratic leadership style adopted by
Tuma Kavi Development Association (TKDA) in Ghana's Northern Region affected the organization's
performance. The results showed that the style had a notable impact on the organization's operations.. The
study only looked at an organization which had a sample size of 11 respondents, despite the fact that it
offered important insights into how leadership style affects organizational performance. This limited the
research's application and breadth in terms of generalizing its findings to other organizations with related
goals. The present study improved on the sample size since it relied on the responses from 92 respondents
to enhance representativeness of the sample.

According to Rael (2019), leadership style significantly improved organizational performance in chartered
universities in Kenya. The study examined the impact of organizational change and strategic leadership on
organizational performance. In particular, the study found that intellectual stimulation as a component of
transformative leadership that boosted organizational performance was. The current study was necessary
because it offered helpful insights into the potential relationship between performance and leadership style.
Specifically, the impact of leadership style on project performance in NGOs that deal with GBV programs
in Kenya needed to be examined. There is a lot of contentions over the relationships between an
organization's performance and its leadership style. Majority of the research on the subject show that
performance and leadership style are positively correlated. According to McGrath (2020), a strong
leadership style is seen as a valuable tool for managing personnel and maintaining a competitive edge. In
addition, leadership philosophies assist groups in accomplishing their goals and purposes. It does this by
assuring that workers have the tools necessary to complete their tasks and by connecting job success to
meaningful rewards.

13
2.5 Influence of Community Empowerment on Project Performance
Community involvement in project development is about regular people identifying needs and taking part
in project planning and budgeting, which is crucial to a project's success (Kinyata, 2020). It is the thought
and work of practitioners and this was highlighted even in the UN earth summit of 1992 in Rio De Jeneiro.
It is a major factor in the promotion of sustainable development. The involvement of and participation by
stakeholders in a project is now acknowledged and practiced as a standard procedure.

Participation is a relative concept which varies in application. Dannyet (2014) posits that the essence of
community participation is absolute and more so when it comes to community development. In fact, some
scholars treat community involvement as a matter of grave importance. This is so in cases where there is a
physical outcome of the project the community is expected to take care of. From these studies, it can be
concluded that those capacity building projects whose outcome is premised on community empowerment
are bound to accrue more returns and benefits owing to an understanding of community dynamics and
politics as well as the social, economic and political contexts.

A study by Madhowe and Kisimbii (2018) in Tana River County evaluated the impact of women's
empowerment on the execution of community development initiatives in marginalized areas of Kenya.
With a sample of 392 respondents, this study used a descriptive case study methodology. The majority of
respondents, according to the data, agreed that women's labor supply capacity affects how community
development initiatives are carried out. According to the report, community members, especially women,
need to be empowered to acquire the skills necessary to carry out community projects. To close this
disparity, the current study examined participation from all genders in order to evaluate the impact of
community empowerment. In a separate study, Mandala (2018) examined the impact of stakeholders'
participation in project management on the success of road construction projects in Bondo sub-county,
Siaya, Kenya. According to the report, stakeholders had a major influence on the construction projects
being carried out in the Bondo Sub County. Through the participation of stakeholders in the initiatives, the
study offers a crucial perspective on the role of empowerment. It does not, however, make evident how
empowerment and enhanced performance are related. According to Kintaya (2020), community ownership
of projects is still not widely practiced in majority of the African nations. The justification for participating
in the local level system stems from the realization that getting people involved in initiatives holds them
accountable for the services they provide in their community and motivates them to perform better.

14
2.6 Influence of Resource allocation on Project Performance
In project management, resource allocation is crucial because it sets a baseline for the volume of work that
needs to be completed. At the same time, it enables the scheduling of the project’s progress, including
allocation of the team’s progress and time to everyone. Financial resources are critical for financing the
strategic activities of the project. Therefore, the availability of financial resources is a critical factor in
sustaining long-term investments leading to the project’s success. A good project must, therefore, be
anchored on the availability of financial resources. Aiming for project sustainability ought to be anchored
on goals that are well thought out and their viability in terms of their finances.

Gashuga et al. (2018) conducted a regional assessment of the impact of money management on project
performance in Rwanda, with a particular emphasis on the Dairy Community Processing Centre Project in
Burera District. Descriptive-correlation design was used in this investigation. The results of the study
showed that allocating resources enhanced project performance and delivery. The study also observed that
the distribution of money contributed to lower administrative costs, which enhanced project efficiency and
minimized overall project risk. The study also found that efficient use of resources was guided by resource
allocation. The study offers useful information, however, its methods and contextual setting are different
from those used in this investigation.

In Nairobi County, Njiru (2018) conducted a study that examined the relationship between project and
resource allocation in manufacturing enterprises. The study found a strong and positive correlation between
project performance and resource allocation. According to the report, project managers were allocated
resources and managed project documents with remarkable productivity and efficiency, allowing them to
evaluate project timetables and, most importantly, resource availability immediately. Even though the study
offered insightful information, its focus was on manufacturing companies' private initiatives, which differ
from NGOs' GBV projects in Narok County, therefore the findings cannot be broadly applied.

According to a study by Muhammed (2019) projects fail due to lack of the needed financial resources.
This compromises the success because the needed facilitative mechanisms are not there. Therefore, project
managers ought to be alive to the fact that planning for the success of a project is not a theoretical and
idealistic concept but a pragmatic and practical endeavor in which the resources that are needed ought to be
availed for the project to succeed.
2.7 Influence of Innovation on Project Performance
Many scholars often tend to believe that technology is the main element in an innovation strategy. Martini
(2018) claims that innovation can happen in a variety of businesses and affects how they handle customer
15
service, business models, and administration of their offerings. The utilization of novel technology,
innovative procedures, distinctive management techniques, organizational structures, business models, and
marketing tactics are some of the benchmarks that are frequently used to assess hotels according in terms of
their innovative capacity.

Zhang et al. (2019) investigated the impact of technical and management innovation on organizational
performance in Pakistani with sustainability serving as a mediating factor. Their findings showed that
innovation has a major positive impact on sustainability and organizational success, and they advise
managers to pay greater attention to how innovation might enhance project performance. The study's
contextual setting was different from the one used in the current investigation, despite the fact that it was
pertinent to the latter. Project performance is improved by implementing innovations for the growth of a
foreign market (Azar & Ciabuschi, 2018). Exporting companies are better equipped to adapt to
environmental and technical changes in fiercely competitive global marketplaces thanks to new technology,
more effective production methods, and new goods and processes brought about by technological
innovation. Nonetheless, the study is predicated on a qualitative analysis of secondary data. This gap was
filled in the current study by an empirical investigation employing a mixed research methodology.

According to McKinsey (2015), senior managers and top executives concur that the industry's capacity to
innovate and adapt to new developments must be strengthened by encouraging investment in new
technologies and making ongoing adjustments to new technological capabilities. The author states that
mastering the traditional aspect of service delivery is no longer enough. In fact, he avers that fora firm to
register profitability, it must launch a unique, superior service approach which has compelling value
position. According to Birkishaw (2016), management innovation includes anything that profoundly
changes how management work is done or significantly modifies conservative, traditional management
styles advancing organizational goals. Indeed, he claims that a great deal of the performing hotels have
been shaped by innovative management practices.

Mohammed (2018) defines innovation strategy as a plan to increase market share or profits through the
development of new products and services. However, when considering innovation strategy through the
perspective of jobs-to-be-done, a successful strategy must accurately determine which job executor, job,
and segment to target in order to achieve the greatest growth. It also needs to determine which unmet needs
to target in order to assist customers in completing the job more effectively. The goal of an innovation
strategy is to develop successful goods which target a profitable client segment. These goods are in an
16
appealing market, fill the proper gaps in the market, and enable customers to do tasks more effectively than
those offered by rival companies. Muhammad expounds that a business should not think about the actions
required to generate a winning product or service until after it has produced one. A business must
understand all of its customers' demands, which needs are unmet, and which customer segments have
various unmet needs in order to create a successful innovation plan. The process of creating new goods is
heavily influenced by innovation. An organization may utilize an innovation strategy, which often includes
funding in order to promote improvements in technology or services.

To obtain a competitive edge, businesses must have an innovation plan. A successful innovation strategy
should be novel and give value to the good or service being developed. As a business, it is important to add
value to an existing product or develop a whole new offering that will entice customers. In fact, a task is
performed when knowledge, skills, and talents are applied to complete it. While citizenship performance
refers to a collection of personal actions or contributions that uphold the organizational culture,
performance or job performance at work refers to a person's ability to rate well in relation to the theoretical
requirements of a task role.

A firm's strategy for adapting to the current environment without displaying a strategic gap in any situation
is represented by the innovation strategy, which is essentially a strategic flexibility approach. In its most
basic form, an innovation strategy involves selecting the best course of action given the available options
and creating the most practical action type for the given circumstances. An innovation strategy takes the
lead in activities when anything goes wrong, bringing the company closer to its predetermined objective.
Strategic management is framed by innovation strategy, which is the process of identifying a new location,
outlining necessary policies and procedures, and creating a path that leads to the same destination.

Numerous perspectives, including economics, business, technology, finance, and management, have been
used to study innovations. Numerous conceptualizations of innovation have been developed as a result of
the widespread discourse among innovation practitioners. Innovation can be defined as the act of
introducing something new (innovation process) or as the introduction of something new (product or
object). For instance, innovation was defined by Carol and Mavis (2018) as a concept, method, or item that
appears to be relatively new to people or the adoption unit. Sustaining global competitiveness has been
largely attributed to organizational innovation as it fuels future success and organizational progress.

Businesses utilize a wide range of crucial tools in order to maintain their competitive edge. The quality of
goods and services, cost containment, innovation, sustainability, stabilization, and creative strategy all play
17
a significant role in this process. Competition mostly revolves around the customer, but innovation is also a
long-term performance measure that is integrated with concepts like change, creativity, improvement, and
taking chances for the firms. Different people define innovation as a process in different ways. Innovation,
according to Wan (2015), is the process of developing, approving, and putting new concepts or procedures
into an organization.

Aragón-Correa's (2018) study demonstrates that creativity is predicated on the various, concurrent
influences of individual and collective variables. Among the factors that influence innovation internally are
leadership and culture. Smith (2019) asserts that an organization's culture is shaped by its values and
beliefs, as well as by factors including leadership support for innovation, openness to share information,
ability to manage innovation, and deliberate promotion of innovators inside the company.

It is critical for a company to have the capacity to inspire, guide, and facilitate the development and
maintenance of innovative behaviors. The ability of a leader to directly decide whether or not to bring in
new ideas, establish clear objectives, and support staff innovation initiatives makes their style of leadership
so important. This is due to the fact that innovative leadership makes it possible to establish task
boundaries, exchange information, secure resources, inculcate positivity, and adopt a leadership style that
keeps staff members engaged and challenged. The second is related to internal procedures; a company that
prioritizes innovation has a different organizational structure than other companies in terms of
formalization and decision-making procedures. Companies must strike the correct balance between control,
flexibility and adaptability in such a dynamic environment.

The third factor is the existence of a suitable work environment, which is essential for creativity. A
particular mode of beliefs, attitudes, and behaviors is created by the climate. Van Hemert (2019)
demonstrated the significance of knowledge sharing and openness in fostering creativity. The fourth factor
is that businesses must adapt to a highly dynamic and quickly changing environment if they hope to thrive.
Businesses must be willing to accept that mistakes will be made, allow for rehabilitation, and allow for
lessons to be learnt. The ability of employees to be creative and innovative is the next requirement. This
suggests that believing in the value of innovation, being prepared to take calculated risks, and being open to
exchanging ideas are critical components of an innovative workforce.

Individuals that possess creativity and intrinsic desire for their work, along with the necessary abilities, are
at an advantage in fostering an environment at work that encourages the development of innovations.
Olughor (2015) showed that the variables used to gauge innovation are interrelated. Furthermore, it was
18
discovered that innovation affects company performance. Kalay and Lynn (2015) examined the impact of
technological capability, organisational structure, innovation culture, innovation strategy, supplier and
customer relationships, all of which are described in the literature as strategic innovation management
practices in business enterprises, on firm innovation performance.

From the foregoing, it is clear that innovation in any organization represents a very important element of its
strategy. It comes in various forms and styles. It could be an ideology that drives the management of an
organization or be a policy that is embraced as people are open to new ideas driven by incentives. In fact,
Birkishaw (2016) avers that organizations which adopt this strategy stand to gain much more from the
talents and the diversities of the employees. For example, according to Laura (2015), one of the secrets that
has managed to keep Google ahead of other companies is its policy on creativity and innovation of its
employees. It has developed a culture that promotes the tapping of its employees’ talents and letting ideas
be used. This is done through establishing many channels of expression and appreciating that different
people have different ideas and if given a chance, they can be used to enhance the company. These
channels that the company puts in place to enhance innovative ideas includes promotion of interactions
among its members, allowing employees to ask the management questions on any topic, internal innovation
reviews in which are formal meetings that executives present product ideas. Since the hotel industry is also
a service industry, just like Google, the application of innovation in its culture can be of significance in
attaining organizational objectives.
2.8 Conceptual Framework

2.3 Conceptual Framework

Independent Variables

Leadership Style

• Leadership traits
• Ability to influence

Project Resource allocation Dependent Variable

• Timely and adequate
Performance of GBV program
resource
allocation
in Narok County

Community Empowerment

• Advocacy
• Sensitization

Organizational Innovativeness
19
• Dynamism Intervening variables
The independent variables indicated capacity building that entailed leadership style,
innovativeness, project resource availability and community empowerment. Leadership style
constitutes the leader’s traits and ability to influence the organization positively. Innovativeness
entails the ability to adopt a dynamic approach in running the organization so that it is responsive
to the changing demands. Resource availability, on the other hand, enables the organizations to
put in practice their intented plans while community empowerment ensures that the goal of
changing the community is attained through positively influencing them and giving them the
ability to take charge of the issues affecting them. On the other hand, the dependent variable was
the performance of the organization as measured through the performance of the programs in
terms of attaining their intended objectives. The intervening variables were public-private
partnerships, support from the community as well as empowerment of women through education
and economic empowerment to enable them to cooperate with the organizations that fight against
GBV.

20
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter examined the data collection techniques that guided the field work. Specifically, it
examines the following components: Area of study, research design, sampling techniques, study
population, sampling techniques, data collection and collation as well as data analysis. It also
stipulates the ethical consideration s that were followed in the course of the study.

3.2 Area of Study

According to the KNBS (2019),Narok County has a total population of 1,157,873.Although it is
a cosmopolitan county, the two ethnic communities that dominate it are the Maasai and Kipsigis.
The headquarters of the county is in Narok County. The county has other towns such as Kilgoris.
The county constitutes30 Members of County Assembly representing30 wards as per the Kenyan
Constitution 2010. Specifically, Narok North has six wards. The others are Narok South and
Narok East constituencies and each one of them has four county wards.

In addition to its population demographics and administrative structure, Narok County is

distinguished by a heavy emphasis on cultural customs, notably among the majority Maasai and
Kipsigis populations. These cultural norms and traditions have a significant impact on many
aspects of life, including gender roles, family relationships, and social interactions. GBV
concerns are strongly embedded in this cultural environment, with traditional practices such as
FGM and forced early marriages contributing to the county’s high prevalence of GBV.
Furthermore, the county's rural and semi-nomadic culture, which is prominent across Narok,
might make it difficult for GBV survivors to access services and support networks. GBV
prevention and response initiatives in Narok County are influenced by a complex combination of
regional, social, and cultural factors.

21
3.3. Research Design
The study employed a mixed method research design, which integrates both qualitative and
quantitative research components. This strategy was chosen because it made it possible to
collect and analyse a large amount of data about the phenomenon that was being studied. A more
comprehensive grasp of research issues is provided by mixed methods research, which enables
researchers to gather data using a variety of data collection approaches, including questionnaires
and interviews (Timans et al., 2019). Furthermore, this design makes it easier to analyse the
phenomena in detail within its particular context, which enables a more in-depth investigation of
the variables affecting Narok County's COVAW programs' effectiveness. The researcher
triangulated findings, improved the validity of the findings, and provided insights into the
workings and results of the GBV programs by fusing qualitative and quantitative data.
The intricacies of GBV and organizational performance within the socioeconomic and cultural
setting of Narok County, Kenya, were well-captured by this method. As a result, the mixed
method study design offered a strong framework for addressing the research objectives and
producing thorough insights on how organizational capacity building affects the effectiveness of
COVAW's GBV programs.

3.4 Target Population

The study population comprised employees working for COVAW in running their programs.
According to COVAW (2022), it ran seven programs in Narok County, including outreach and
training programs, public sensitization, advocacy and lobbying, public interest litigation,
publications, psychosocial support to GBV victims, and women's leadership development.
Therefore, the program coordinators for each of these programs were targeted, as well as the
field officers. Additionally, the study targeted community recipients of the project in the ares
covered.

Key respondents such as community leaders and government officials were also targeted in the
study. Community leaders were important as they provided insights into local dynamics, cultural
norms, and the effectiveness of GBV programs within the community. Their perspectives helped
contextualize the findings and understand the impact of programs on the ground. Government
officials, on the other hand, offered insights into policy frameworks, funding mechanisms, and

22
collaboration with NGOs, providing valuable information on the broader context of GBV
interventions in Narok County. Their input helped assess the alignment of COVAW programs
with government priorities and strategies.

3.5 Sampling and Sample Size

The sample size determination involved a meticulous process aimed at ensuring adequate
representation and minimizing potential biases. First, to ensure representation from each
COVAW program, an equal number of respondents (5) were conveniently selected from each of
the seven projects, totaling to 50 respondents. The sample was selected based on the overall
number of staff executing COVAW projects in Narok County. Convenience sampling is often
employed when researchers seek to gather data quickly and efficiently, especially when the
target population is easily accessible. In this case, selecting respondents conveniently from each
COVAW program enabled the efficient data collection from the people directly involved in
implementing the programs without the need for complex sampling procedures.

Secondly, to represent the various community units in Narok County, a stratified sampling
approach was employed. Six respondents were selected from each of the seven community units,
namely Olkinyiei, Aitong, Serekani, Naroosus, Naikarra and Ololung. This also provided a basis
for stratified sampling where 6 respondents were selected from each making a total of 42
respondents. This ensured proportional representation from each community, considering their
distinct characteristics and potential variations in GBV prevalence.

To further enhance the fairness and validity of the sampling process, simple random sampling
method was incorporated. From the list of employees involved in COVAW programs and the
communities in Narok County, participants were randomly selected. Each member of the target
population had an equal chance of being included in the study, reducing the likelihood of
selection bias.

Overall, the combination of convenience, stratified, and simple random sampling methods helped
to ensure adequate representation of COVAW program employees and recipients across different

23
community units in Narok County. This comprehensive approach minimized potential biases and
enhanced the reliability of the study findings.

3.6 Data Collection Instruments

3.6.1 Questionnaires
Questionnaires served as the main data gathering instrument. Interviews were used as a
secondary data collection strategy to supplement the information. The questionnaire items
attempted to/were expected to address the goals of this study. The questions included both open
and closed-ended options to ensure the best quality information was collected across the various
stages and levels based on age and levels of experience. This was to elicit as much objective data
as possible. The foundation data area and the exploration addresses segment of the questionnaire
were divided into two sections.

The advantages of using questionnaires include: They are cost effective and they save the
researcher the cost of spending too much time in the field; they are also convenient in that they
reach people easily as they can be given and collected at a later date. They also enhance
respondent anonymity and confidentiality as well as enhance data accuracy in analysis.

The "drop and pick" method was used to administer the questionnaires to the respondents, who
completed them in accordance with the goals. The questionnaires were given to the respondents
by the researcher, who picked them up two days later.

This allowed them time to reflect on the questions and respond appropriately at their time. On the
other hand, the interviews were conducted on the employees of the NGOs as well as from the
recipients who were unwilling or unable to fill the questionnaires. Each interview lasted 15
minutes and the questions were open ended to give them the latitude to explain their points in
depth.
3.6.2 Interview Schedule
Interview schedules were utilized to collect data from key respondents, including community
leaders and government officials. The study also targeted executive members running COVAW
programs, as they possessed valuable insights into the implementation and impact of GBV
interventions in Narok County. The interviews were conducted in a semi-structured format,
24
allowing for flexibility in probing and exploring different aspects of the respondents' experiences
and perspectives. This approach helped to ensure that all relevant topics were covered while also
allowing for spontaneous discussion and elaboration on specific issues.

To collect data from community leaders, interviewers were arranged with individuals holding
influential positions within the community, such as elders, chiefs, or religious leaders. These
interviews typically took place in community settings or locations familiar to the respondents,
fostering a sense of comfort and openness during the discussion. The interviewer used the
interview schedule as a guide to cover key topics related to GBV awareness, community
involvement, and the effectiveness of COVAW programs.

Similarly, interviews with government officials were conducted in their office settings or other
convenient locations. The interview schedule helped in structuring the conversation around
topics such as policy frameworks, funding mechanisms, and collaboration between government
agencies and NGOs in addressing GBV. By following the interview schedule, the interviewer
ensured that all relevant topics were addressed while allowing for organic discussion and
exploration of new themes that emerged during the interview.

Overall, the use of interview schedules permitted the gathering of rich and thorough qualitative
data from important respondents, allowing for a more complete understanding of the variables
affecting GBV interventions in Narok County. Furthermore, the casual and amicable attitude
created by the interview procedure enabled respondents to share their thoughts openly, adding to
the variety and depth of the data acquired.

3.7 Data Collection Procedure

First, the researcher received an introduction letter from the institution approving the research
project. Thereafter, the National Council of Science and Technology (NACOSTI) granted a
search authorization so that the investigation could be carried out. They were left with them to
fill at their convenient time. The researchers gave the respondents time to complete the

25
questionnaire before picking them back. In addition, the respondents were guaranteed their
privacy and confidentiality, and their answers were exclusively utilized for the study.

3.8 Data Analysis

3.8.1 Quantitative Data Analysis

For a thorough analysis, quantitative data from the surveys were captured in the Statistical
Package for the Social Sciences (SPSS) program. Frequencies, percentages and descriptive
statistics, were essential in providing an overview of the sample's features and the distribution of
answers to different queries. A count of the instances of each response category was given by
frequencies, and comparisons between various variables were made easier by percentages. The
examination of the correlations between independent variables (such as leadership style,
community empowerment, resource allocation, and organizational innovation) and the dependent
variable (GBV program success) was done using regression analysis. By analyzing the direction
and intensity of correlations between variables, this statistical technique helped identify the key
factors that have a substantial impact on program performance.

Tables were employed to present the results. Graphical representations offered visual signals for
patterns, trends, and linkages in the data, allowing stakeholders to quickly understand critical
results. Ultimately, the use of SPSS for data analysis facilitated the processing and analysis of
quantitative data obtained from surveys. Descriptive statistics and regression tests were useful in
revealing insights into the elements influencing GBV program performance, while visual
presentations improved the transmission of findings to a wide audience.
3.8.2 Qualitative Data Analysis
Thematic analysis was used as the major tool for analyzing the qualitative data. This method
entailed meticulously detecting patterns, themes, and repeating issues in the replies. The
researchers with familiarized themselves with the data, to get a general overview on the content.
Then, initial codes were created to designate certain chunks of the data that were associated with
specific thoughts or ideas. These codes were then sorted into bigger themes based on their
commonalities and interactions with one another. The researchers developed and polished the
thematic framework through an iterative coding and theme development process, ensuring that it
26
appropriately reflected the data's important concerns and findings. Once the thematic framework
was established, the qualitative findings were reported in prose form, presenting detailed
narratives and quotes to illustrate the identified themes.

To give a thorough analysis of the research questions, the qualitative data were also combined
with the quantitative findings. The researcher ensured a comprehensive and nuanced grasp of the
research issue by offering both qualitative narratives and quantitative figures, hence improving
the overall validity and dependability of the findings.

3.9 Validity and Reliability of Research Instruments

Piloting helps the researcher in understanding the respondents’ expectations are met. Piloting is
critical as it helps in choosing the reliability of the instrument. In this investigation/ study,
piloting was done in the neighboring Kajiado County where one tenth of the target population
(10 respondents) were sufficient for pilot testing (Creswell, 2021). Kajiado County was selected
because of its similar characteristics. Through piloting, the researcher conducted the study using
a substitute list of respondents who had similar characteristics to those assessed for the
examination but do not belong to the groups of tried respondents. The important task of verifying
the respondents' sensitivity, clarity, informational relevance, and linguistic appropriateness was
accepted as part of the piloting cycle.

3.10 Validity of Research Instruments

Validity shows whether the instruments measure what they are intended to (Creswell , 2021).
Validity focuses on how much an investigation accurately evaluates or thinks about the specific
idea that the examination is attempting to gauge. In other words, validity aims to depict the level
of predictability of a research instrument in line with what it intended to capture.

To enhance validity, a draft questionnaire was developed with the aid of the supervisors and
necessary adjustment made prior to the actual study. The researcher aligned the question to the
questionnaire items (Content criteria and context). The researcher also relied on expert
judgement in form of input from the supervisory team regarding the relevance and adequacy of
the items in the tools. The final questionnaire was be pre-tested in the pilot study and necessary

27
changes made before the actual study was conducted. A pilot test was done to help in setting up
the clearness/clarity, pertinence, reasonableness and precision of the exploration/data collection
instrument. Piloting assists in enabling the researcher to modify and adjust the study objectives
or the data collection methods prior to the actual study (Mugenda, 2003).

3.11 Reliability of Instruments

The term reliability refers to the consistency of data obtained from the application of a specific
evaluation system.. According to Mugenda (2003), an evaluation tool's dependability is
determined by how well it produces results that are comparable following repeated primers
across time. Test-retest methodology was employed to ensure consistency. This involved using
similar instruments twice to compare subjects in a comparative gathering. To provide an estimate
of safety, the fundamental test results were compared and contrasted. Responses obtained during
piloting are utilised to calculate the dependability coefficient from a lattice of relationships.

3.12 Ethical considerations

It is critical that the rights of respondents are protected in research contexts (Yates, 2004). It is
important to ensure that participants feel comfortable about speaking openly on the topic at hand
(Rongo, 2004). Participants need to feel that they can speak honestly or truthfully without feeling
coerced. Various ethical issues were looked into to during the course of this study. An
introductory letter from St Paul’s University was obtained to introduce the researcher to the
respondents and a research permit from NACOSTI (National Council for Research Science and
Innovation) before engaging in research. These two were presented at the County
Commissioner’s office for clearance to the field. The researcher gave respondents assurances
about the privacy of the information they submitted and explained the purpose of the study while
conducting it. The respondents were not obliged to write their names on the questionnaires.
Additionally, the information gathered/collected from the participants remained confidential and
was solely utilized for the study's objectives and academic goals. The researcher acted ethically,
honoring the opinions and preferences of all respondents.

28
 CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND DISCUSSION OF THE FINDINGS

4.1 Introduction

This chapter presents the findings that were collected from the field in
accordance with the variables that were set. The chapter first presented the
response rate. It then proceeds to present the demographic data of the
respondents. Thereafter, it went ahead to present the responses as per the four
objectives set namely: The influence of leadership style on gender-based
violence program performance, the influence of community empowerment on
gender based violence program performance, the influence of resource
allocation on gender based violence program and the influence of
organizational innovativeness on gender based violence program performance.

4.2 Response Rate

The study targeted 92 respondents. As such, 92 questionnaires were
administered to the target population. All the questionnaires were returned
dully filled representing a response rate of 100%.

4.3 Demography of Respondents

4.3.1 Gender

29
Source: Field Data, 2022
Figure 4.1.Distribution of Respondents based on Gender

30
From the figure 4.1 there were more females, 53.3% as compared to the males who were at
46.7%. Since the issue was mostly a gender based issue in which more women are affected, this
representation was considered as sufficient for the study.
4.3.2 Length of work
The study also was intended to establish the length of work that the respondents had gathered
in a bid to ascertain their level of understanding of the issues under investigation. The findings
are presented below:

Source: Field Data, 2022

Figure 4.2.Distribution of Responses according to Length of Work

From the figure above, a majority of the population, 63% had experience of working that
stretched between 2 to 4 years. At the same time, those who had experience of work above 4
years were 21.7% and the remaining 15.2% has worked for a period of between 1 to 2 years.
This was also considered as requisite experience that they had in order to understand properly the
nature of the programs that are undertaken on Gender Based Program.

31
4.3.3 Education

The respondents’ education was considered as important parameters in the study. This is because
literacy enables the respondents to conceptualize the issues more easily. The findings are
presented in the table below:
Table 4.1Education Levels

Frequency Percent Valid Percent Cumulative

Percent
certificate 4 4.3 4.3 4.3
diploma 19 20.7 20.7 25.0
degree 54 58.7 58.7 83.7
postgraduate 15 16.3 16.3 100.0
Total 92 100.0 100.0

Source: Field Data, 2022

A majority of them, 58.7% had degree qualifications while another 20.7% had diploma. Those
who indicated that they had certificate were only 4.3% and the remaining 16.3% indicated that
they had postgraduate qualifications. This was considered as sufficiently informed to enable
them fully understand the issues in the research.
4.3.4 Position at work
The position of work was also determined in order to ascertain the level of understanding of how
programs work at the various levels. The findings are presented table 4.2.

32
Table 4.2Work Position within the NGO
Frequency Percent Valid Percent Cumulative
Percent
middle cadre 23 25.0 25.0 25.0
supervisory 28 30.4 30.4 55.4
management 26 28.3 28.3 83.7
senior management 15 16.3 16.3 100.0
Total 92 100.0 100.0

Source: Field Data, 2022

From the table, a majority, 30.4% were at supervisory levels while 25% were at middle cadre
position. Those at the management position were 28.3% and the remaining 16.3% were at the
senior management level. This was a demonstration of the fact that there was representation
proportionately across the working cadres and this was considered as sufficient for the data that
was sought for in terms of the programs of the NGOs.

4.4 The Influence of Leadership Style on Gender Based Violence Program Performance

The first objective of this study was to determine the influence of leadership style on gender
based violence program performance. To this end, several questions were asked to the
respondents and their responses are presented below.

4.4.1 Leadership Style Applied

The success or failure of any organization is dependent on the leadership approach that is
adopted by the management. Different styles are normally applied by organizations differently
depending on the context and aims of the organizations. To this end, the study sought to first
understand the leadership styles that were used in the organization. Therefore, the respondents
were asked to indicate the leadership style that was present at the organization, their responses
are as follows:

33
Table 4.3Leadership style applied

Frequency Percent Valid Percent Cumulative

Percent
democratic 39 42.4 42.4 42.4
transactional 49 53.3 53.3 95.7
transformational 4 4.3 4.3 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

A majority of them, 53.3% indicated that they felt that the leadership style that was used in the
organization was transactional while another 42.4% indicated that it was democratic. Only 4.3%
of the respondents were of the view that the leadership style was transformational. These
findings demonstrate that the style of leadership that is commonplace in the organization is
transactional leadership. However, there are still other types of leadership styles that the NGOs
adopt.

Several studies reveal that each leadership style, which is adopted by organizations, has got its
merits and demerits. According to Odumeru (2013), leaders who adopt democratic style choose
to positively influence and steer those they lead by encouraging them to be innovative as well as
enabling them to maximize their full potential. These leaders often reward their employees
whenever they demonstrate capacity to improve the organization in any way. However, on the
other hand, transactional leaders employ rewards and punishments in equal measure. These types of
leaders cajole and threaten employees depending on whether they are aligning themselves to what the
leaders want or not. These leaders are often after moving the organization towards one purpose or goal
and whoever deviates or has a contrary opinion is dealt with administratively. Either way, Kroeck and
Sivasubramaniam (2016) avers that they help in achieving organizational objectives and performance.
There are some studies that seem to state that in comparison to transactional leadership,
transformational leadership often achieves little gains. However, to refute this assertion, studies by
Egan, Sarros and Santore (2020) aver that transformational leadership accrues more benefits and
34
returns when compared to transactional leadership; the argument is premised on the belief that a free
person is more productive than a restricted person. Furthermore, transformational leadership style
cultivates leaders and inculcates in employees the desirable leadership style that they can use in future.

Felfe and Heiniz (2010) argue that there is a relationship between leadership styles and the societies or
the context which organizations operate within. They aver that societies that are characterized by high
productivity often have a hybrid system of styles of leadership. For example, in Japan, all the
leadership styles such as avoidance, transactional as well as transformational leadership styles are
often employed in order to achieve ends of an organization. Similarly, these styles have received
attention in countries such as Singapore, South Korea, Taiwan, Malaysia, China, Germany Japan,
Spain, Ireland, Israel and Italy (Felfe & Heinitz, 2010). For example, the culture in Japan is based on
respect and obedience; as such, the manager or leader in Japanese organizations aims to achieve or
model a system which aims at not only enhancing strong bonds among the employees, but also
harmony between the supervisors and the subordinates. As such, they try so hard to be able to be as
consultative and comprehensive as possible in terms of decision making. This makes decisions to be
democratic and acceptable to the entire organization. Yukl (2010) posits that in this system, leaders
strive to be as fair as possible and as such, there is more agreement in decision making, a thing which
enhances collective responsibility in n organization. In South Korea, Yukl (2020) connotes that the
leadership style that is most common is that which stresses the importance of obedience and respect to
authority at the same time laying emphasis on the leaders to be aware and abreast of the well being of
their juniors.

4.4.2 Are you satisfied with leadership?

Given that for the organization to succeed in its leadership style, it is important for the
employees to accept the style and own it. Therefore, this was aimed at establishing the extent to
which employees are satisfied with the leadership style. The findings are presented below:

Table 4.4Level of satisfaction with leadership

Frequency Percent Valid Percent Cumulative

Percent
extremely 30 32.6 32.6 32.6
somewhat 39 42.4 42.4 75.0
35
 neutral 19 20.7 20.7 95.7
Not atall 4 4.3 4.3 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

From the findings presented on table 4.4, it can be seen that 43.4% of the respondents were
somewhat satisfied with the leadership and another 32.6% were extremely satisfied. Those who
were neutral were 19% and a paltry 4% indicated that they were not satisfied at all. This is a
suggestion of the fact that the employees have varied perceptions about the types of leadership
that the organization takes.According to Jackson (2008), there are several similarities that can be
derived at when one looks at the leadership styles across; these include: role of morals in
leadership, sharing, compromise, consensus, commitment, mutual social responsibility and good
inter social as well as personal relationships as a panacea for promoting performance in
organizations. This shows that this leadership style encompasses compromise and as such
harnessed from all the other styles. It is also multi faced and multi layered leadership in terms of
social, cultural, and historical context (Javidan, House, Dorfman, Hanges & de Luque, 2016).
This is because of the sole reason that organizations have been characterized by not only inter
cultural interactions for a long time, but also a lot of dynamism. This is reflected in its diverse
cultural orientation in terms of ideas and practices. Therefore, this case presents with a unique
case of dynamism, capabilities and opportunities in terms of leadership.

These findings were corroborated with one of the key informants who was interviewed as
follows:
As leaders, the context and circumstance that we operate in determines the
style that we take or apply-for example, when you want to manage change, you
must be demanding and hence an authoritarian approach will be appropriate.
However, once a culture has been established, another style such as
transformational or democratic will be ideal to boost cohesion and team spirit.
Therefore the style is relative depending on the context as well as objectives of
the circumstance. (KII 001)

4.4.3 Leadership Style Adopted Catalyzes Performance

The ultimate goal of a leadership style is normally to ensure that an organization progresses
towards the attainment of its objectives through spurring performance. In drawing the line and
assessing as to whether there exists any form of relationship between leadership style practiced at
36
the COVAW and its performance resonated in table 4.5.

37
Table 4.5Responses on whether style adopted helps in catalyzing performance

Frequency Percent Valid Percent Cumulative

Percent
strongly agree 20 21.7 21.7 21.7
agree 49 53.3 53.3 75.0
neutral 18 19.6 19.6 94.6
disagree 5 5.4 5.4 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

From the table 4.5 above, it can be seen that a majority, 53% agreed to the assertion while
another 21.7% strongly agreed. Those who were neutral on the assertion were 5% and the
remaining 5.4% disagreed. These findings are in sync with those of Vera (2018) who argues that
a leader who adopts a good leadership approach is very good at briefing in detain the employee
of the targets needed by the organization. In so doing, this clarification offers clear-cut job
descriptions to the employees and as such, makes it easier for them to accomplish the respective
tasks. At the same time, this enables the employees to cherish the idea of having self-satisfaction
when the tasks given to them are fully accomplished. At the same time, such leadership makes it
easier to monitor and appraise employees based on what they have accomplished and hence
reward them for the same.

The present findings also confirm those of Akparep et al (2019) in Ghana which found that there
was significant influence of leadership style on organizational performance. Similar;ly, when it
comes to the nexus between the style and performance of organizations, Rael (2019) argues that
the type of leadership that suits the motivation of employees in a goal-oriented institution or
organization is the most appropriate within the context. The style adopted by leaders who
embrace proper approach is derived from behaviors such as being focused, task oriented and
demanding. Furthermore, this style of leadership is ideal in platforms that seek to influence the
spirit of hard work and creativity and as such, people are motivated to come up with new ideas
that can positively contribute to the organization’s development. This is done willingly because
the motivation that comes with attaining the goals is embraced by the employees.

38
The present findings however contradict those of Chua et al. (2018) who found that leadership
style is not always directly linked to organization performance. The authors found that laissez-
fair leadership style has no significant influence on employee performance and insisted that only
leaders with extremely distinguished styles can have an influence on their employee performance
and organization.

4.4.4 Leaders Not Inspiring

Regarding whether the employees derive inspiration from the leadership styles adopted in the
organization, they were asked to indicate their level of agreement to the assertion that leaders are
not inspiring. The findings are presented below:

Table 4.6Whether the employees derive inspiration from the current leadership styles

Frequency Percent Valid Percent Cumulative

Percent
strongly agree 4 4.3 4.3 4.3
agree 29 31.5 31.5 35.9
neutral 15 16.3 16.3 52.2
disagree 24 26.1 26.1 78.3
strongly disagree 20 21.7 21.7 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

The responses were varied as can be seen on table 4.6. A majority, 31.5% agreed
with the statement that leaders were not inspiring. Another 21.7% of the respondents disagreed
with the statement. Those who were neutral were 16% and a paltry 4.3% strongly agreed with the
statement. From these findings, it is apparent that there was no consensus on whether the type of
leadership employed by the project managers was inspiring or not gauging from the responses.

The findings of the present study are consistent with those of Laah (2014), who also observed
that established that good leaders are creative. It is their creativity in decision making as well as
steering the organization forward that earns them confidence and following by their employees.
Therefore, transactional leaders are always creative as well as charismatic in what they do. Their
creativity is extended to information sharing. When they give their employees rewards in form of
money or even promotions and upward mobility, the employees are inclined towards information
39
sharing in the organization. In an interview with one of the informants, the following was
revealed:
The type of project that COVAW engages itself in demands inspirational
leaders. If this is not done, then the attainment of the organizational
objectives becomes very hard. Therefore, our leaders hence lead from the
front and this does inspire us in a very big way. We are usually motivated
when we see them leading us in the field visits and participate in community
engagement. They are not just office leaders’ but very pragmatic. This is
partly responsible for our team work and solidarity that is enshrined in out
working relations. (KIIS 002)

According to Platt (2020), leadership is an ability to influence a group towards the attainment or
achievement of goals. As such, Morrison (2007) avers that leadership is attained through the
right training and transfers of skills rather than an inborn ability. In fact, leadership entails
constantly practicing the correct skills. Blagg (2014) further avers that 90% of leaders are made.
Good leadership is an essential ingredient towards the improvement of an organizational
performance. Blagg (2014) notes that effective leadership is not based on being clever but
primarily on being consistent. Leaders usually put their organizations on a high performing
platform that produces consistent and high results because of being consistent. Ability is that one
of being able to anticipate and deal with change throughout their lives. As Morrison (2007)
states, good leaders tend to create new ideas and gain support from those they lead.

The ever changing workplace dynamics demand leaders who are flexible and able to change with
these dynamics. For this to happen, the leader’s dispositions are important. A case in point is
where members of an organization refuse to adjust to a new organizational culture or when there
is a transition in the organization. Unless the leader offers purposive and firm direction, the
organization may not be able to attain its objectives. An example is give of the changes that took
place at the KNHRC (Kenya National Human Rights Commission) after the Kenya’s constitution
2010 was promulgated. It required the organization to change and comply with the requirements
of the new constitution. Some employees resisted and it took the leadership attributes of the CEO
to ensure compliance. The Chief Executive Officer was aware that leadership was effective if
resistance was to be successful. As such, he was at the forefront in the drive for change. It was
discovered that the reason as to why many people resisted change in the commission was
40
because they lacked a corporate sense of enduring purpose and the CEO took advantage of this to
galvanize change processes at the commission. A vision and mission was crafted and all the
employees embraced change and comprehended the essence of the changes. This enabled many
employees to support the various change initiatives at KNHRC. Besides, the CEO created a need
for change at the commission. Self-awareness is the most crucial competency associated with
work place emotional intelligence of a leader. According to Musembe (2018); the first step to
becoming emotionally intelligent is to become as self-aware as possible. Emotional intelligence
is a recent construct and was made popular and brought to the realm of business by Goleman,
(2019), who argues that it could be more effective for the management of business affairs than
our cognitive ideas. Ever since Goleman made his celebrated publications, many researchers
have emerged in the field. For instance, Wanyama (2018) have observed that emotional
intelligence is emerging as a critical factor for sustaining high performance.

Self-awareness consists of emotional abilities that enable leaders to be more effective and form
outstanding relationships in the work place. Self-awareness is the ability for one to recognize his
or her emotions and their effects. Studies suggest that People who are aware of their emotions
are more effective in their jobs. They recognize and understand their moods, emotions and needs
and can perceive and anticipate how their actions affect others. People with great certainty about
their feelings manage their lives well and are able to direct their positive feelings towards
accomplishing tasks. Self-awareness competencies include emotional self-awareness, accurate
self- awareness and self- confidence. Emotional self- awareness is the first component of
self-Awareness. This reflects the importance of recognizing one’s own feelings and how they
affect one’s performance. Accurate self-Assessment involves knowing one’s inner resources,
abilities and limits. People with this competency are aware of their strengths and weaknesses,
reflective, learning from experience, open to candid feedback, new perspectives, continuous
learning and self-development. Self-confidence involves a strong sense of one’s worth and
capabilities. According to Goleman, (1998), People with this competence present themselves
with self-assurance, have presence, can voice views that are unpopular and go out on a limb for
what is right, are decisive, able to make sound decisions under pressures People with self-
confidence typically see themselves as efficacious, able to take on challenges and to master new
jobs or skills. They believe themselves to be catalysts, movers and initiators, and feel that their

41
abilities stack up favorably in comparison to others. These dispositions have an impact on
performance of a person at the place of work as well as his/her emotional stability. This enables
the creation of a favorable working environment for the leader hence catapulting performance.

4.4.5 Type of Project Demands Collaboration

The other area of investigation regarding leadership style was the issue of collaboration between
the various stakeholders undertaking the program. To this end, they were asked to respond to the
statement that collaboration is key in attainment of the project objectives. The responses are as
follows:
Table 4.7Responses on whether collaboration is key in attainment of the project objectives

Frequency Percent Valid Percent Cumulative

Percent
strongly agree 44 47.8 50.6 50.6
agree 10 10.9 11.5 62.1
neutral 15 16.3 17.2 79.3
disagree 18 19.6 20.7 100.0
Total 87 94.6 100.0

Total 92 100.0
Source: Field Data, 2022

From table 4.7 above, it can be seen that a majority, 47.8% strongly agreed that the type of the
projects that they carry out demands collaboration for they to succeed. Another 19.6%
disagreed while only 10.9% agreed with the remaining 16.3% indicating their neutrality
towards the statement. These findings resonate with the views of Stembert (2019) which hold
that collaboration in an organization enables knowledge sharing and as such, helps the
organizations attain its objectives in letting the employees express themselves fully in order to
understand their concerns and grievances, if any. At the same time, this empowers the manager
in having the tools that will enable him to grasp the issues that affect those under him and in
the process, have a basis of even motivating and rewarding merit-based performance among
his employees. When the leaders also let employees generate solutions and ideas from their
side, this also has a positive effect in enhancing the sense of belongingness in the employees

42
and this translates to performance and attainment of the organizational goals. Cognition of
employees is also enhanced when they are allowed to share knowledge and exercise creativity
in their workplace. This was also revealed from an interview with one of the key informants:
Bringing the community together for the sake of addressing cultural issues that
have dominated its lifespan is not a very easy task. Things such as FGM are
very emotive and dear to the community. Therefore, what we have done is to
engage them in a collaborative approach where they are able to see the
disadvantages of the continued engagement in the practice. This collaborative
effort ensures that we include community opinion leaders as well as respected
people where we train them and let them train their own people in the local
language. This is what has seen the success of the program,. However, there are
challenges where in some cases; community leaders do not fully embrace the
program. (KIIS 004).

4.4.6 Who Is Responsible For Project Execution?

Still on leadership styles, the distribution of the various tasks within an organization is very
important. At the core of this is normally who is in charge of the successful implementation of
the project. Therefore, based on this, the respondents were asked to state who was responsible for
the project execution. The responses are presented in table 4.8 below:

Table 4.8 Person responsible for Project Execution

Frequency Percent Valid Percent Cumulative

Percent
management 49 53.3 53.3 53.3
middle cadre 4 4.3 4.3 57.6
low cadre 4 4.3 4.3 62.0
everyone 35 38.0 38.0 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

From the table 4.8 above, a majority, 53.3% stated that the management was responsible while
another 38% were of the view that the success of the project was a responsibility of everyone.
The remaining 4.3% and 4.3% indicated that it was the middle cadre and the low cadre
respectively. From these findings, it is clear that the management structure in these organizations
are more hierarchical and as such, more formal.In fact, according to Max Weber, a formal
organization is guided on the principles of structure, specialization, predictability and stability

43
and democracy. Structures are used in organization whereby positions are arranged in a hierarchy
with a particular established amount of responsibility and authority. Tasks should be
distinguished by a separate chain of command on a functional basis and then separated according
to their specialization. The organization should operate according to a system of procedures
consisting of formal rules and regulations for predictability and stability. Recruitment and
selection of personnel should be impartial and should be carried our rationally. Responsibility
and authority should be democratic with recognized by designations and not by persons. When
all these principles are followed they lead to organization development.

Weber's theory is infirm on account of dysfunctions (such as rigidity, impersonality,

displacement of objectives, limitation of categorization, self-perpetuation and empire building,
cost of controls, and anxiety to improve status(Adefula, 2014). This theory is important in
relation to organizational development in the sense that the success or otherwise of the
organization will be determined on how it is managed. While his theory prioritizes efficiency, it
isn't necessarily the best practice for leaders to implement. Many of Weber's beliefs discourage
creativity and collaboration in the workplace, and oppose flexibility and risk and thus might
affect organization development.

4.5 The Influence of Community Empowerment on Gender Based Violence Program

Performance

The second objective was aimed at investigating the influence of community empowerment
on the gender based violence program performance. To this end, several questions were put to
the respondents and their responses are presented below:

4.5.1 Extent to which Community is given Priority

The first was to establish whether the program puts the community at the center stage. Being
community-driven initiatives that target to attain community transformation, it is important
to ascertain the extent to which the community is given priority.The responses are as follows:
Table 4.9Extent to which Community is given Priority

Frequency Percent Valid Percent Cumulative

Percent
great 77 83.7 83.7 83.7
44
 average 15 16.3 16.3 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

From the table 4.9 above, it can be seen that a majority of the respondents, 83,7% indicating that
the program put great priority to the community since it is a community driven program. A
paltry 16.3% indicated that the level at which the program puts the community priority is
average. This is an indication that the community is center stage in the activities of the program
which are targeted towards the community. These findings support Madhowe and Kisimbii
(2018) whose study emphasized on the need to empower community members especially
women in terms of skills needed for implementations of community projects. Similarly,
Mandala (2018) revealed that there was a significant impact of stakeholders on the Bondo Sub
County's construction works by implementing projects. Kintaya (2020) has argued that most
projects in Africa fail because community members are usually not empowered. The author
insist that community members need to feel like they own the projects and this can only happen
if they are involved in all the various step of project right from planning and implementation.

The findings are also in line with those of Ngondo’s (2017) who argued that community
participation in projects is critical and it is not restricted to African countries alone. The idea was
seen in the United Kingdom in the 1960’s when the Gulbenklan Foundation recommended to the
government to establish a center for local development to support practitioners as well as to
advice the national and local government on policy. Earlier, during the colonial period, Ochien’g
(2020) notes that the colonial government established the LNCs (Local Native Councils), which
were forums for people to articulate their interests, priorities and needs in terms of development.
Through these forums, communities were able to discuss and prioritize their goals and
aspirations which were then submitted to the colonial government for action. This move was
arrived at in order to minimize opposition from the locals against the administration. Indeed,
Fredrick Lugard, one of the British Colonial Administrators, came up with the indirect rule of
administration, particularly in India and Northern Nigeria, in order to allow the locals to run their
affairs unhindered.

One of the Informants stated as follows:

45
We prioritize the community in our projects at every stage. During the
initial stages, we have to explain to the stakeholders clearly our objectives
and intentions. This ensures that we get the much important backing from
the community. During project execution, the community is fully engaged.
We develop a bottom up approach towards engaging them. Even when
monitoring and evaluating, we listen to their views and this helps us to
know where we can improve based on the feedback that we get from them.
(KIIS 005).

46
4.5.2 Extent to Which Projects are Successful

As to whether the projects are successful, the respondent’s level of agreement was as follows:

Table 4.10Extent to Which Projects are Successful

Frequency Percent Valid Percent Cumulative

Percent
extremely successful 8 8.7 8.7 8.7
successful 84 91.3 91.3 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

From the table 4.10 above, a majority, 91.3 indicated that they were successful while only 8.7%
stating that the project was successful. The success of the projects was measured in terms of the
numbers of children and women that have been rescued by the organization. This was attributed
to widespread sensitization of the community members who have with time come to appreciate
the project’s goals in improving their lives.

4.5.3 Community Engagement Ensures they own Project

Table 4.11Community Engagement Ensures they own Project

Frequency Percent Valid Percent Cumulative

Percent
strongly agreed 5 5.4 5.4 5.4
agreed 38 41.3 41.3 46.7
disagreed 4 4.3 4.3 51.1
strongly disagreed 45 48.9 48.9 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

As to whether community engagement ensures that they own the project, a majority, 41.3%
agreed with the assertion while 48.9% strongly disagreed. Those who agreed were 5.4% while
the remaining 4.3% disagreed. The findings reflect that a good number of the respondents have a

47
feeling that the community does not own the project. This is because of the fact that the
operational structure of most of the organization is a top down and as such, tends to keep the
community members at bay where they are merely consumers of the project but not initiators or
implementers.

4.5.4 When Community is Involved Success Is High

Here they were to indicate their level of agreement with the statement that when the community
is involved, the level of success is high. The findings are as follows:
Table 4.12Whether success is high when community is involved

Frequency Percent Valid Percent Cumulative

Percent
agreed 33 35.9 35.9 35.9
disagreed 4 4.3 4.3 40.2
strongly agreed 55 59.8 59.8 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

From table 4.12 above, it can be seen that a majority, 59.8% strongly agreed with the statement
while another 35.9% agreed with the remaining 4.3% disagreeing with the statement.It thus
implies that there is a general understanding among the respondents that the more community is
involved in the implementation of the project, the more it registers its level of success. In fact,
Simiyu (2015) argues that citizens ought to be picked and opinions of the beneficiaries sought on
how the project is identified, planned and implemented. Karioh (2017) contends that in CDF
funded projects, the MP and community members jointly consult on how to prioritize projects
that satisfy their needs as well as being in a position to execute and monitor them.

Therefore, it is apparent that the process of successful community involvement must begin with
goal setting. This is the most significant stage in that it is the community that is well versed with
their needs and priorities and as such, when they are involved at this stage, the project will be
able to successfully meet the needs of the community because they will be properly selected and
identified (Bwisa, 2017). This explains the reasons that made many expensive projects in the past
become ‘white elephants’. One of the tenets of community involvement underpins the careful
selection of goals and this can be done properly through community involvement because this
48
process is the foundation of successful execution of projects, particularly those that are intended
to benefit communities.

4.5.5 The Community gets a chance at each Stage to give their Input

Asked to indicate whether at each stage there is community input, their responses are as follows:

Table 4.13Whether Community gets a chance at each Stage to give their Input

Frequency Percent Valid Percent Cumulati

ve
Percent
strongly agreed 9 9.8 10.3 9.8
agreed 28 30.4 32.2 30.4
neutral 5 5.4 5.7 5.4
disagreed 10 10.9 11.5 10.9
strongly disagreed 40 43.0 40.2 43.0
Total 92 100 100.0 100

Source: Field Data, 2022

From the table above, a majority, 43% strongly disagreed with the statement while another
30.4% agreed with the statement. Another 10.9% disagreed and the remaining 9.8% strongly
agreed with the statement. It is apparent that from the responses, community participation is
largely absent and as such, they do not give their input in terms of coming up with the ideas that
are necessary to boost the project performance.On the contrary, Laah (2014) argues that projects
that do not prioritize the needs of the community often experience challenges in their
implementation. This is because of the fact that the community ought to feel that the programs
are aimed at transforming their livelihoods. As such, if this is not manifested, chances of the
projects meeting resistance are quite high. To be able to make communities own the projects,
their involvement at each and every stage is very important.

49
4.5.6 We Modify Goals to Attain Community Interests
Table 4.14Modification of goals for attain community interests
Frequency Percent Valid Percent Cumulative
Percent
agreed 22 23.9 23.9 23.9
neutral 20 21.7 21.7 45.7
disagreed 15 16.3 16.3 62.0
strongly disagreed 35 38.0 38.0 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

As to whether the program is modified in order to attain community interests, again a majority,
38% strongly disagreed while another 16.3% disagreed. Those who agreed were 23.9% and
another 21.7% remained neutral. Again, it is still apparent that the community is not considered
much in terms of their interests. This could be as a result of the fact that the community interests
may be different from the project needs. The community may have entrenched cultural practices
which are against what the projects are advocating for and a such, may not give them
priority.Adefula (2014), argues that for projects to attain their objectives, there ought to be a
continuous cycle of improving them. This will involve being aware of the changing dynamics of
community needs. For example, Reef (2020) argues that the changing times and lifestyles will
demand that if a project is intended to transform the community, the project administrators ought
to be innovative enough and ensure that they use diverse means and mediums to reach out to the
community. These include social media, messaging as well as calling directly as well as targeting
community transformative centers such as schools, colleges and religious places.

4.5.7 Who do you involve in the Community Project

Table 4.15Who is involved in the community project?

Frequency Percent Valid Percent Cumulative

Percent
elderly 30 32.6 32.6 32.6
opinion leaders 43 46.7 46.7 79.3
educated 14 15.2 15.2 94.6
youth 5 5.4 5.4 100.0
Total 92 100.0 100.0
50
Source: Field Data, 2022

From the table above, it can be seen that 46.7% indicated that the opinion leaders are consulted
while 32.6% stated that opinion leaders are consulted. At the same time, 15.2% indicated the
educated and 5% the youths. It thus shows that the project mainly targeted elderly and those who
shape the opinion of the society at the expense of the youth.Lister (2021) argues that to be able to
succeed in reaching out to the community efficiently, the project ought to identify the key
individuals who have the capacity to mobilize the community and as such reach out to many
people. This would entail identifying church leaders, respected elders, local administrators,
politicians as well as youths who also have a great stake in the community. This, therefore is a
collaborative approach that ensures that there is synergy and energy in attaining the project
objectives.

4.5.8 After how long do you get feedback?

Lastly, the respondents were asked to indicate the length of time they took to get feedback from
the community. The responses are as follows:
Table 4.16Response on time of feeback

Frequency Percent Valid Percent Cumulative

Percent
before the project 4 4.3 4.3 4.3
during the project 38 41.3 41.3 45.7
after the project 10 10.9 10.9 56.5
always 40 43.5 43.5 100.0
Total 92 100.0 100.0
Those who indicated that they got the feedback during the project were 41.3% while the
majority, 43.5% indicated that they got feedback always. Only 4.3% indicated that they got the
feedback before the project and the remaining 10.9% indicated that they got the feedback after
the project. In an interview, one of the respondents averred as follows:
The only way that we usually get to know how to improve in our project is
when we let the community, who are the end users, give their feedback. In
some cases, the feedback becomes a launching pad towards strengthening the
program. The feedback can be related to funding, capacity building,
community engagement and this enables us to keep on improving with time.
(KIIS 006).
51
These views resemble those of Rafeev (2021), which hold that feedback from the community is a
critical component of the success of the project. He states that a community needs assessment is
a way of collecting data and surveying stakeholders to understand gaps in community services,
as well as the strengths and assets available in your community. This applies to whether you’re
developing a new volunteer program or reviewing an existing project. As such, it is important to
know what the community actually needs and the resources available. Marks (2021) posits that a
community needs assessment is a systematic process of identifying the needs or gaps in service of
a neighborhood, town, city, or state, as well as the resources and strengths available to meet those
needs. As such, charitable organizations, nonprofits, and volunteer programs like yours can analyze
community needs to help guide decision-making and resource allocation while involving
community members in the process.

Sanders (2020) argues that a needs assessment requires a multi-step strategy that typically involves
defining a population and gathering data based on a set of indicators. As such, community
organizations typically categorize community needs into several groups: The first are the perceived
needs. These are gaps in services based on what individuals feel about their own needs or the needs
of the community Organizations can learn about perceived needs by speaking directly to
community members through avenues such as surveys, focus groups, or town meetings. The
second group are the expressed needs - A perceived need becomes an expressed need when a
number of individuals take similar action. Next are the Normative Needs - Normative needs are
identified based on a set of agreed-upon criteria or standards. Let’s say a state-wide authority
establishes the current standards for public housing; a community may identify a need for
improved local public housing based on these criteria. Sanders also adds the next group of needs as
the absolute Needs - These needs are deemed universal, including those for survival. Examples of
absolute needs include shelter, food, water, safety, and clothing. Many organizations and
community leaders look to prioritize absolute needs over others. Furthermore, there are Relative
Needs - Relative needs are identified based on equity. A relative need exists when two groups or
communities with similar characteristics do not receive similar services. Students from School A
who receive free lunches reported being happier at school. The program determines that School B
should also receive free lunches to improve student engagement and performance.

52
 The mastery of these needs requires the following tenets. First, it is important for the project
coordinator to Understand the community more deeply. A community needs assessment helps to
learn about the culture, social structure, gaps, and strengths of your community so that you can
better serve its citizens. Secondly, it is important to prioritize programs and resources. The
assessment can reveal both a community’s most pressing needs andleverage able resources so that
organizations can direct funding and resources to increase return on investment. Secondly, it is
important to get stakeholders on board. Nonprofit organizations must often make the case for their
programs to garner support. A community needs assessment report signals that their services and
decisions are well-informed and necessary. Lastly, it is critical also to inform new programs.
Identifying community needs and assets will help you develop impactful initiatives, like your next
volunteer program.

4.6 The Influence of Resource Allocation on Gender Based Violence Program

This objective was aimed at finding out the influence of resource allocation on the performance
of gender based violence programs. The responses to the various questions asked are presented
below:

4.6.1 Funding Sources

Successful leadership is premised on availability of resources. Therefore, to be able to discern
how the project acquires its resources, they were asked to indicate the sources of their findings.
Table 4.17Sources of Funding

Frequency Percent Valid Cumulative

Percent Percent
NGOs 27 29.3 29.3 29.3
donors 50 54.3 54.3 83.7
county government 10 10.9 10.9 94.6
national government 5 5.4 5.4 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

From the table above, a majority, 50% indicated that they found the resources from donors while
29.3% stated that they found them from NGOs and 10% from the county government while the

53
remaining 5% from the national government. As to whether they get resources on time, a majority,
43.5% were neutral while 19.6% strongly agreed while 15.2% agreed while 16.3% disagreed.
Furthermore, they were asked to indicate their level of disagreement to the statement that the
resources are adequate. 31.5% agreed and 20.7% strongly agreed while 26.1% were neutral. Those
who disagreed with the statement were 16.3% and a paltry 5.4% strongly disagreed.

The results resonate with those of Gashuga et al. (2018) who revealed that resource allocation
improved project delivery and hence project performance. Similar findings were reported by Njiru
(2018) who revealed that there was a positive and significant link between allocation of resources
and project performance. The author explained the resources allocation assisted project managers
to marshal project reams with great productivity and efficiency in performing tasks that enabled
them to assess project schedules and certainly appraise resource availability with immediate effect.
Similar observations were made by Wanyama (2018) and Muhammed (2019). Wanyama (2018)
explained that most of the funded projects usually fail because of lack of sustainability. This is
because the project implementers fail to look beyond the funding. For projects to be guaranteed of
sustenance and ability to have a long lifespan there should be a wide array of resource bases that
they rely on. This should be made possible through a deliberate effort in which the program
implementers extend their resource base beyond the donors to include the county government as
well as the national government. Caine (2005), postulates that for projects to be able to succeed in
meeting their goals, investment in the same is a critical component that needs to be prioritized.

4.6.2 Some Projects Stall Because of Inadequate Resources

Resource availability is an indispensable part towards ensuring project success. To this end, the
respondents were asked to indicate whether resources contribute to project success. The
responses are as follows:

Table 4.18whether resources contribute to project success

Frequency Percent Valid Percent Cumulativ

e
Percent
strongly agreed 18 19.6 19.6 19.6
agreed 43 46.7 46.7 66.3
54
 neutral 16 17.4 17.4 83.7
disagree 10 10.9 10.9 94.6
strongly disagree 5 5.4 5.4 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

From the table above, a majority of the respondents, 46.7% agreed with the statement. At the
same time, 17.4 were neutral and another 19.6% strongly agreed. Those who disagreed and
strongly disagreed were 10.9% and 5.4% respectively. This was corroborated by the interview as
follows:
In some cases, our donors usually delay in disbursing funds. This often
paralyses our work. For example, when we rescue some of the girls, we
have to give them an alternative in form of educational empowerment.
This demands money and without it, the girls can be disadvantaged and
this can end up making them to be more vulnerable. At the same time,
when the funds delay, our workers often feel demotivated and this usually
has a negative effect on their productivity. Therefore, the success of this
program is often dependent on availability of money.

One of the critics of Modernization theory, Walter Rodney (1970) in his book ‘How Europe
Underdeveloped Africa’ averred that the greatest challenge that faces development of African
countries lies in its over reliance on foreign aid as well a deliberate efforts that have been
orchestrated by the developed world to keep them constantly ahead and keep lagging the
developing countries. This dependence has led to failure of many projects. Therefore, according
to Leys (2012), there ought to be a paradigm shift in terms of how projects source their funding
so that they make them more self-reliant and less dependent.

4.7 The Influence of Organizational Innovativeness on Gender Based Violence Program

Performance

Organizational innovativeness plays a critical role in the performance of Gender Based

programs. This is because the issues that are handled by the programs require innovativeness in
leadership. Therefore, the last objective of the study aimed to establish the influence of
innovativeness on the performance of the organizations. To this end, the respondents were asked
several questions in order to establish whether innovation has an influence over the performance of the
program

55
Table 4.19How often do you employ innovativeness?

Frequency Percent Valid Percent Cumulative

Percent
quite often 33 35.9 35.9 35.9
often 50 54.3 54.3 90.2
rarely 9 9.8 9.8 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

Here, the respondents were asked to indicate the frequency of employing innovativeness in their
organization. A majority, 54.3% indicated that they employ innovativeness often while 35.9%
indicated that they do it quite often. The remaining 9.8% indicated that they do it rarely. Wario
(2020) states that innovativeness is a very cardinal principal in modern organizations. It helps
them to keep the pace in line with the changes. Innovativeness could be related to the way the
organization packages itself to the clients or it could be internal. External innovativeness involves
looking for creative and new approaches that an organization can be able to outweigh other
similar organizations in expanding its coverage and client base. This involves doing what other
organizations with a similar objective have not done before. On the other hand, internal
innovativeness entails an organization allowing the employees to come up with new ideas and
integrating those ideas in the way the organization operates.

4.7.1 To What Extent Is Innovativeness Impactful

In an effort to establish the extent to which the employment of innovativeness is impactful, the
respondents were asked to indicate their level of agreement to the statement to what extent
was the employment of innovativeness. Their responses are as follows:
Table 4.20Extent to innovativeness is impactful

Frequency Percent Valid Percent Cumulativ

e
Percent
very large extent 29 31.5 31.5 31.5
large extent 24 26.1 26.1 57.6
average 5 5.4 5.4 63.0
low extent 5 5.4 5.4 68.5

56
 very low extent 29 31.5 31.5 100.0
Total 92 100.0 100.0
Source: Field Data, 2022
From the figure above, 31.5% indicated that they did it to a very large extent while 26.1 indicated
that they did it to a large extent. Those who indicated their neutrality were 5.4% and another
31.5% indicated to a very low extent. Therefore, the success or lack of it in terms of
innovativeness of a project was affirmed and disagreed in equal measure. The present findings
imply that innovation is important for the success of the project. The findings are consistent with
Zhang et al. (2019) who revealed that innovation significantly positively contributes to
sustainability and organization performance and recommend for more attention by managers on
the role of innovation in improving performance of projects. In addition, Azar and Ciabuschi
(2018) scrutinized that in the turbulent market, innovation was a significant predictors that can
enhance organizational performance. According to the authors, new technologies, more efficient
production techniques, and new products and processes resulting from technological innovation
help exporting firms to respond to technological and environmental changes in highly competitive
global markets thus improving on project performance. Musembe (2018) avers that innovation
ought to be given priority in the ever changing world of workplace for organizations to succeed.

4.7.2 New ideas welcomed

Table 4.21Whether New Ideas are welcomes
Frequency Percent Valid Percent Cumulati
ve
Percent
strongly agree 18 19.6 19.6 19.6
agree 21 22.8 22.8 42.4
neutral 10 10.9 10.9 53.3
disagree 9 9.8 9.8 63.0
strongly 34 37.0 37.0 100.0
disagree
Total 92 100.0 100.0
Source: Field Data, 2022

Here, they were to state their level of agreement to the statement that new ideas are welcomed. A
majority, 37% strongly disagreed while 9.8% disagreed. Those who were neutral to the statement
were 10.9% while those who agreed were 22.8%. The remaining 19.6% strongly disagreed with
the statement.

57
4.7.3 When people are given a chance it enriches the organization

Table 4.22When people are given a chance it enriches the organization

Frequency Percent Valid Percent Cumulative

Percent
strongly disagreed 19 20.7 20.7 20.7
agreed 20 21.7 21.7 42.4
neutral 10 10.9 10.9 53.3
disagreed 15 16.3 16.3 69.6
strongly agreed 28 30.4 30.4 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

The respondents were further asked to respond to the statement that when people are given a
chance, it enriches the organization. A majority, 30.4% strongly agreed while another 21.7%
disagreed with only 10.9 remaining neutral. Those who disagreed were 16.3% while 20.7%
strongly disagreed

4.7.4 Knowledge sharing helps to advance new ideas

Table 4.23Whether Knowledge sharing helps to advance new ideas

Frequency Percent Valid Percent Cumulative

Percent
strongly disagreed 23 25.0 25.0 25.0
agreed 6 6.5 6.5 31.5
neutral 15 16.3 16.3 47.8
disagreed 20 21.7 21.7 69.6
strongly agreed 28 30.4 30.4 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

As to whether knowledge sharing helps to advance new ideas, a majority, 30.4% strongly agreed
while 6.5% agreed. Those who were neutral were 16.3% while those who disagrees were 21.7%
and 25% strongly disagreed. As to whether innovativeness helps in problem solving, a majority,
26.1% strongly agreed while another 17.4% agreed. Those who were neutral were 15.2% and
the remaining 20.7% strongly disagreed.

In an interview with the informants, the following was revealed:

58
 Our program encourages members to input new ideas on how best we can carry
our work for the community. Since we all come from different diverse
backgrounds, we usually harness our differences in backgrounds as strengths by
letting the members to help in coming up with innovative ideas that are able to
improve how we work. This has really proven to be helpful in our organizatio

4.8 Project Performance of Gender Based Programs

The dependent variable for this study was project performance. To this end, the respondents were
asked several questions in a bid to gauge project performance. Their responses are indicated table
4.24

59
Table 4.24 Rate the performance of your organization

The first statement was for the respondents to rate the performance of their organization. The
responses are as follows:
Table 4.24Performance rating in the organization

Frequency Percent Valid Percent Cumulative

Percent
extremely good 39 42.4 42.4 42.4
good 38 41.3 41.3 83.7
average 10 10.9 10.9 94.6
Not good 5 5.4 5.4 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

A majority of the respondents, 42.4% indicated that the project performance was very good and
another 41.3% stated that it was good. Those who stated that it was average were 10.9% while
only 5.4% indicated that it was not good. Project performance is a critical indicator towards the
attainment of project objectives and as such, in order for the project to be guaranteed of
sustainability, it must manifest performance.

4.8.1 What indicators do you use to measure effectiveness of your project

Table 4.25Indicators for measuring project effectiveness

Frequency Percent Valid Percent Cumulative

Percent
ability to transform the 30 32.6 32.6 32.6
community
attainment of project 42 45.7 45.7 78.3
goals
increased coverage of 20 21.7 21.7 100.0
clients
Total 92 100.0 100.0
Source: Field Data, 2022

Asked to indicate the indicators of performance in their organization, a majority, 45.7% stated
that the ability to attain the project goals while another 32.6% stated the ability to transform the
community. The remaining 21.7% stated that increased coverage of clients was another

60
indicator.

4.8.2 The project has a well governed management structure

The governance structure of a project is very instrumental for a project to succeed. Therefore,
they were asked to indicate their level of agreement with the statement that the project has a well
governing structure. Their responses are as follows:
Table 4.26Whether the project has a well governed management structure

Frequency Percent Valid Percent Cumulative

Percent
agree 32 34.8 34.8 34.8
neutral 45 48.9 48.9 83.7
strongly disagree 15 16.3 16.3 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

Most of the respondents, 48.9% were neutral to this statement. Those who agreed with the
statement were 34.8% and the remaining 16.3% strongly disagreed. As to whether the project is
integrative of all stakeholders, a majority, 40.2% agreed while those who were neutral were
32.6%. Those who disagreed were 5.4 with another 21.7 strongly disagreeing. In an interview
with one of the project managers, the following was revealed:
The type of project does not favor a bureaucratic structure because such a
structure may not be impactful. Instead, we adopt a collaborative and loose
structure that allows people to manage themselves. In fact, decentralization
of duties has really helped us in attaining our objectives. We give our
workers roles depending on their ability, competence and preference.
Therefore, our organizational structure is more of amorphous than
structured.

4.8.3 Comprehensiveness of the projects

Table 4.27Whether projects is comprehensive

Frequency Percent Valid Percent Cumulative

Percent
strongly agree 8 8.7 8.7 8.7
agree 24 26.1 26.1 34.8
neutral 25 27.2 27.2 62.0
disagree 20 21.7 21.7 83.7
strongly disagree 15 16.3 16.3 100.0
61
 Total 92 100.0 100.0
Source: Field Data, 2022

As to whether the project is comprehensive, 26.1% of the respondents agreed and another 8.7%
strongly agreed. Those who were neutral were 27.2% while 21.7% disagreed. Those who
strongly disagreed were 16.3%.

4.8.4 Project is adaptive

Table 4.28Whether Project is adaptive

Frequency Percent Valid Percent Cumulative

Percent
strongly agree 4 4.3 4.3 4.3
agree 33 35.9 35.9 40.2
neutral 20 21.7 21.7 62.0
disagree 10 10.9 10.9 72.8
strongly disagree 25 27.2 27.2 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

They were asked to indicate whether the project is adaptive. To this end, 35.9% agreed while
4.3% strongly agreed. Those who were neutral were 21.7% and 10.9% disagreed. The remaining
27.2% strongly disagreed.

4.8.5 How do you measure performance?

Project performance is an indispensable component of project success. The respondents were
asked to indicate how they measured performance. The results are indicated in table 4.29.

Table 4.29How performance is measured

Frequency Percent Valid Percent Cumulati

ve
Percent
monitoring and 40 43.5 43.5 43.5
evaluation
community feedback 37 40.2 40.2 83.7
meet deadlines 15 16.3 16.3 100.0
Total 92 100.0 100.0
Source: Field Data, 2022

62
 The study sought to establish how performance is measured by the program. To this end, the
respondents were asked to indicate how they measure performance. 43.5% indicated that they
use monitoring and evaluation while 40.2% stated that they use community feedback. The
remaining 16.3% indicated that when they meet the deadlines, they are sure that the project has
succeeded in attaining its objectives within the strict timelines.
In an interview with the project leader, the following was revealed:

The success or failure of our project is usually pegged on the outcomes. If we

manage to convince many members in the community to abandon the harmful
cultural practices and this is evidenced by increased enrollment of girls in
school, completion rates and also reduced cases of early marriages, then we
know that we have attained the objectives of the project as enshrined.
However, if this is not attained, like if many girls drop out of school, increased
cases of FGM as well as wastage in the educational sector for girls, then we
are usually forced to go back to the drawing board and re strategize our goals
as well as tactics.

Mui, Basit and Hassan (2008) caution that without an accurate and viable innovation, the whole
organization will be in disarray internally and externally and lack power to sustain it in a
volatile and competitive business environment. Leadership innovation must be transformative
and able to traverse every aspect of business. Kantabutra and Avery (2010) postulate that the
leadership vision must be able to resonate and capture the hearts and the minds of all employees
thereby motivating and inspiring them to give their optimum that would ensure high
performance. They argue that leaders with strong, viable and effective visions are able to
energize the whole organization to stay on course towards the realization of the purpose for
which an organization exists. A powerful leadership vision must have the ability to shape the
organizational behavioral pattern towards realizing its purpose (Haque, Titi Amayah and Liu,
2016). In light of the changing and highly volatile business environment, every organization
must cut a competitive edge over its rivals. An organization therefore needs a solid vision that
can ensure sustainability and competitive advantage. According to Silverman (2005), every
organization needs a concrete vision and a solid goal that will propel it towards achieving
competitive advantage and therefore sustainability.

In their study to investigate the impact of strategic leadership on organizational performance of

small medium enterprises (SME) in Malaysia, Mui, Basit and Hassan (2008) argued that there is
63
a positive significant impact of the strategic leadership’s innovation on organizational
performance. This was in agreement with a research done by Haque, Titi Amayah, and Liu
(2016).Muhammed (2021) further states that only after a company produces a winning product
or service should it consider what activities are needed to deliver that product or service. To
formulate an effective innovation strategy, a company must know all its customers’ needs, which
needs are unmet, and what segments of customers exist with different unmet needs, Innovation
plays a huge role in how products are created, an innovation strategy is a plan used by a
company to encourage advancements in technology or services, usually by investing money in
research and development activities.

An innovation strategy is essential for companies that want to gain competitive advantage. An
effective innovation strategy should be inspiring and add something unique to the product or
service being developed. As a company, you want to increase the value of a current product or
create something brand new that will draw the consumer in. Performance is completion of a task
with application of knowledge, skills and abilities. In work place, performance or job
performance means good ranking with the hypothesized conception of requirements of a task
role, whereas citizenship performance means a set of individual activity/contribution that
supports the organizational culture.

4.9 Empirical Analysis

In this research, the significance of instilling pride, faith and respect while transmitting the sense
of mission to others was perceived as a is a critical element for resource utilization, employee
inspiration, smoothening of the organizational activities and putting everyone on cause to attain
organizational goals. Transformative leadership, a practice of high personalized consideration,
demonstrating a high degree of personal concern, coaching and teaching team members to
motivate them is popular in the current world. Transformational leadership demands appeal to
the followers and communicating the enterprise’s high expectations. Transformative leadership
has been found to be a critical avenue for instilling the spirit of collaboration, independency and
responsibility, growth and achievement in organizations. The leadership style has also been
established to be a key avenue for enhancing employee understanding of the organizational
objectives, understanding and providing the employees with the necessary resources, teach,

64
 encourage, coach and give constructive feedback regarding their work. The resulting shared
positive mood, minimal conflict, social cohesion inspire people to be responsible and steer the
organization towards goal attainment. Thus, leadership and collaboration views are included in
the predictive analysis since they are comprehensive representatives of the research objectives.
In this regard, a regression analysis was conducted to assess the effects of leadership on pursuit
of organization objectives. Table 4.30 below presents the ordinal regression results for this test.

Table 4.30 Regression results for the impacts Leadership style on expected outcomes

Factor Estimate Std. Error Wald df Sig. 95% Confidence Interval Exp (B)

(B) Lower Upper

Bound Bound

Transformative leadership 2.968 1.043 1.091 1 .004 5.013 .923 19.2

Laissez Faire leadership 1.945 1.014 1.676 1 .055 3.933
043 0.143
[Other leadership style. 0a . . 0 . .
.

Source: Field Data, 2022

65
 Table 4.31Regression results for the degree to which various leadership styles inspire
employees

Estimate Std. Error Wald df Sig. 95% Confidence Interval

Transformational (B) L Upp Exp(B)

leadership o er
w Bou 1.6128
er nd
.478 .944 .256 1 .613 -1.373 2.328
B
Laissez Faire .041 .935 .002 1 ou
.965 -1.791 1.873 1.0419

Other leadership style.00 0a . . 0 nd . . .

Source: Research Findings

An ordinal logistic regression analysis to investigate how the respondents perceive

leadership style to be sufficiently inspiring. The predictor variable leadership style
(nominal) in the ordinal regression model was found to contribute to the model
(Nagelkerke=46.1%).With ‘Other Leadership Style’ as the reference, the ordered
log odds (estimate)= 0.478 , SE=0.9441, Wald=0.256 p>.05, 95% CI(-1.373, 2.328)
for transformational leadership. The ordered log odds (estimate)= 0.041, SE=0.935,
Wald=0.002 p>.05, 95% CI(-1.791, 1.873 ) for laissez faire leadership. The
estimated log odds favored a positive relationship of nearly 134 fold (Exp estimate
=1.0419)for laissez faire leadership, and for1.6128 transformative leadership. This
shows that a shift from other forms of leadership to either laissezz faire or
transformative leadership increases the degree to which the staff are inspired. The
transformative leadership has the highest multiple of increment.
The study proceeded to examining how the respondents perceive the leadership
style. Notably, the kind of leadership that a firm adopts shapes other factors like the
treatment of employees, motivation, employee inclusivity and motivation. Table
4.32 shows how leadership is perceived as a performance catalyst across various
demographics.
66
Table 4.32Perception of Leadership Style as a Performance Catalyst

Factor
Estimate( Std. Wald df Sig. 95% Confidence Interval ExpB
Other leadership style 0a . . 0 . . .
Gender
-3.352 .968 11.994 1 .001 -5.249 -1.455
Male. 0.035

Female
0a . . 0 . . .
Work Duration

I year-2 years -.090 1.215 .006 1 .941 -2.471 2.290 0.914

2-4 years 1.281 1.053 1.481 1 .224 -.782 3.345 3.60

Above-4 years.
0a . . 0 . . .
Education level

Certificate Education. -3.003 2.687 1.249 1 .264 -8.268 2.263 0.005

Diploma Education -5.859 1.737 11.382 1 .001 -9.263 -2.455 0.029

Degree Education -1.398 1.377 6.087 1 .014 .097 -2.699 0.249

Leadership Style Upper Bound

Transformational leadership
Lassez Faire. 26.814
3.739 1.527 5.997 1 .014 5.731 1.746
B) Error
Lower Bound .326 1.472 .049 1 .825 -.659 1.811 1.385

67
On the leadership factor, an ordinal logistic regression analysis to investigate how the
respondents perceive leadership style as a performance catalyst. Gender, leadership style, work
duration, education level and position at work were included in the model. The priori test
confirmed no violation of multicollinearity. Based on leadership style, with ‘other leadership
style’ as a reference, the predictor variable leadership style (nominal) was found to contribute to
the model (Nagelkerke =26.1%). The transformative leadership style ordered log odds
(estimate)=3.739, SE=1.472, Wald=.049) P<.05, 95%CI(5.731,1.746 ).The estimated log odds
favoured a positive relationship of nearly1.385 {Exp estimate =1.385) for laissez faire
leadership, and 26.816 {Exp estimate =26.816) for transformative leadership. This shows that the
respondents in the transformative and laissez faire leadership category were more likely to cite
the type of leadership style as a critical performance catalyst compared to those in the other
leadership categories.

Based on Gender, with females as the reference variable, the research finds that the ordered log
odds (estimate)=-3.352, SE=.968, Wald=11.994, P<.05, 95%CI(-5.249, -1.455 ).The estimated
log odds favored a positive relationship of nearly 134 fold{Exp estimate =.43 for females than
males. The estimated log odds favored a direct positive relationship of nearly 0.035 {Exp
estimate =0.035) for males, indicating that males had a slightly higher likelihood of claiming
that the leadership style impacts performance than females.

Concerning work duration, with those above 4 years as the reference, the research finds that the
ordered log odds (estimate)= -.090, SE=1.215, Wald=.006, P>05, 95%CI(-2.471, 2.290 ) for
those with 1-2years working experience. The ordered log odds (estimate)= 1.281, SE=1.053,
Wald=1.481, P>.05, 95%CI(-.782, 3.345 ) for respondents with 2-4 years working experience.
The estimated log odds favored a positive relationship of nearly3.60 {Exp estimate
=3.60)for those with 2-4 years working experience and 0.914 for those with 1-2 years of working
experience. This implies that as one continues to stay in the job, the likelihood of admitting that
leadership style influences performance increases and vice versa.
68
Based on education level, with postgraduate as the reference variable, the certificate education
holders ordered log odds were estimate= 3.003, SE=-2.687, Wald=.1.249 P>05, 95%CI(8.268,
2.263). The diploma education holders ordered log odds estimate= -5.859, SE=1.737,
Wald=11.382 p<05, 95% CI(-9.263, -2.455). The degree education holders ordered log odds
estimate= -3.398, SE=1.377, Wald=6.087 P<05, 95% CI(-6.097, -.699 ). The estimated log odds
favoured a positive relationship of nearly 0.249 {Exp estimate =0.249) for respondents with a
degree,0.029 for those with a diploma and 0.005 for those with a certificate level of education.
While the results show a slightly insignificant relationship for the certificate and diploma odds,
the results indicate that those with higher academic qualifications are more likely to contend that
the leadership employed in running the organizations predict the likelihood and promptness of
obtaining the organizational results.Concerning the position of work, with those in the
management as the reference, those working as support staff log odds estimate =.094, SE=1.518,
Wald=.004 p>.005) 95%CI(-2.880, 3.068). The respondents working as meddle cadre log odds
estimate =.432, SE=1.342, Wald=.103 p<005) 95%CI (-2.199, 3.062).For the supervisory role,
the log odds estimate for this analysis=- 1.312, SE=1.909, Wald=.472,p>.05, 95%CI(-5.054,
2.431). The estimated log odds favoured a positive relationship of nearly 0.269 {Exp estimate
=0.269) for respondents on the supervisory roles, 1.54 for meddle cadre and 1.0986 for support
staff. More importantly, it can be established that the coefficient estimates are insignificant. The
results signify indifferences in the appreciation of leadership style as a catalyst for results
attainment.

69
 Table 4.33An ordinal regression results on Perception of collaboration as a key success
component

Factor Estimate( Std. Wald df Sig. 95% Confidence Interval Exp(B)

B) Error Lower Upper Bound
Bound
Leadership Style 2351E8
23.881 2488.0 .000 1 .992 4900.395 -4852.632
Transformational leadership
Lassez Faire.00 23.211 .000 . 1 . 23.211 23.211 1203E8
Other leadership 0a . . 0 . . .

Work Duration -2.424 6287.37 .000 1 .995 -12365.444 12280.597 0.089

I year-2 years
2-4 years 1.288 1.214 1.126 1 .289 -1.091 3.666 3.625
Above-4 years

Education 0a . . 0 . . .

5.328E3
Certificate 15190.5 1 .996 -29692.926 29852.848
79.96
Diploma 59.293 7622.49 .000 1 .994 -14880.520 14999.105
Degree 60.631 7622.49 .000 1 .994 -14879.181 15000.444
[Postgraduate
0a . . 0 . . .
Work Position
Support staff -63.714 7622.49 .000 1 .993 -15003.527 14876.098
Meddle cadre -40.541 6287.37 .000 1 .995 -12363.561 12282.480
Supervisory -61.188 7622.49 .000 1 .994 -15001.000 14878.625
Management . 0 . . .
0a .
Male -3.503 .915 14.6 1 .000 -1.711 4.296
Female 0a . . 0 . . .

70
An ordinal logistic regression analysis to investigate how the respondents perceive the necessity
to collaborate to see the projects succeed with leadership style, education level, gender and
work duration as the key factors. The predictor variables were tested a priori to verify no
violation of multicollinearity. The predictor variable leadership style (nominal) in the ordinal
regression model was found to contribute to the model (Nagelkerke =77.4%). The
transformative leadership style ordered log odds (estimate)= 23.881 , SE=2488.06 Wald=.00,
p>.05, 95% CI(-4900.395, 4852.63). The laissez faire leadership log odds were
estimate=23.211, SE=0.00, Wald=-, P>.05, 95% CI(23.211, 23.211) .The estimated log odds
favored a positive relationship of nearly 2351E8 fold{Exp estimate =2351E8) for laissez faire
leadership, and 1203E8 for transformative leadership, indicating that those in the
transformational leadership category are more likely to report a high preference for
collaboration than those in the Laissez faire and other leadership categories.

Based on Gender, with females as the reference variable, ordered log odds (estimate)= 3.503 ,
SE=-915, Wald=11.994, P<.05, 95%CI(1.711, 5.296 ).The estimated log odds favoured a
positive relationship of nearly 134 fold{Exp estimate =.43 for males than females. The
estimated log odds leaned towards a positive relationship of nearly 33.215 times {Exp estimate
=33.215) for males than females, indicating that males are more likely to prefer collaboration
than females. However, despite the significance the difference is small. That is to say, males
prefer collaboration more than females in their work. However, the difference is remarkably
small.

Concerning Work duration, with those above 4 years as the reference, the ordered log odds
(estimate)= 42.224, SE=6287.37, Wald=.00, P>05, 95% CI(-12365.444, 12280.597 ) for those
with 1-2years working experience. The ordered log odds (estimate)= 1.288, SE=1.214,
Wald=1.126, P>.05, 95%CI(1.091, 3.666 ) for those with 2-4 years working experience. The
estimated log odds favored a direct positive relationship of nearly 2.15E26 times {Exp estimate
=2.15E26) for employees with 2-4 years working duration and 0.089 for those with 1-2 years
work duration at the organization. People that have worked for longer in the organization are
more likely to prefer collaboration than their counterparts that have worked for a shorter
duration.

71
Based on education level, with postgraduate as the reference variable, the certificate
education holders ordered log odds were estimate= 79.96, SE=-2.687, Wald=.1.249 P>05,
95%CI(8.268, 2.263). The diploma education holders ordered log odds estimate=59.293,
SE=7622.49, Wald=0.00, p>05, 95% CI(14999.105, 14999.105). The degree education
holders ordered log odds estimate= 60.631, SE=1.377, Wald=0.00 P<05, 95% CI(-
14880.520 ). The estimated log odds favoured a positive relationship of nearly 2.15E26
fold{Exp estimate =2.15E26) for respondents with a degree, 5.631E25 for those with a
diploma and 5.328E3 for certificate qualifications.

Concerning the position of work, with those in the management as the reference, those
working as support staff log odds estimate =-63.714, SE=7622.49, Wald=.00 p>.005)
95%CI(-15003.527, 14876.098 ). The respondents working as meddle cadre log odds
estimate =-40.541, SE=6287.37, Wald=.00 p>005) 95% CI (-12363.561, 12282.480 ).For
the supervisory role, the ordered log odds estimate =-61.188, SE=7622.49,
Wald=.472,p>.05, 95%CI (-15001.0, 14878.625. The estimated log odds favored an inverse
relationship of nearly 2.668E-27 fold{Exp estimate =2.668E-27) for supervisory position,
2.473E-18 for those in the meddle cadre and 2.668E-27 for the respondents in the support
staff category. Those, the results for the regression on these factors were insignificant,
implying that the respondents in various job categories may hold different views regarding
the essence of collaboration in the attainment of goals, but the differences are insignificant.

72
 CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECCOMENDATIONS
5.1 Summary of the Findings
The purpose of this study was to establish the influence of employee capacity building on the performance of
COVAW programs in Narok County. it aimed to determine the influence of leadership style, community
empowerment , resource allocation and organizational innovativeness on the performance of COVAW
program in Narok County. The respondents included program implementers, managers, and program
beneficiaries at the community level. Key stakeholders such as executive leaders of the program, community
leaders, and government officials were also consulted to provide comprehensive insights into the factors
affecting program performance.

5.2 Influence of Leadership Style on the performance of the COVAW Programs

With respect to the first objective, it was determined that the performance of the organization is significantly
impacted by the leadership style. The study found a blend of transactional and democratic leadership
approaches/styles, with limited emphasis on transformational leadership within COVAW. Specifically,
majority of the respondents (53.3%) perceived the leadership style as transactional, indicating a focus on task
accomplishment through rewards and punishments. A significant number of participants expressed their
contentment with the leadership approach as it stimulated the organizations’ output. At the same time, it was
also established that the management prioritized team work and collaboration in ensuring that the program
objectives were attained as planned. This was reflected in the program performance which not only
transformed the community, but also ensured the attainment of project goals and an increase in the coverage
of clients. The leadership style that was adopted also suited the circumstance and the context that the leader
operated in. For example, during the initial stages of the project, a democratic and charismatic leadership
approach proved to be very useful. When the project was progressing, transactional as well as
transformational leadership styles were found to be effective in attaining the objectives of the project.

73
5.3 Community Empowerment and Performance of COVAW programs
The study's findings highlighted the program's strong emphasis on community prioritization, as recognized
by a significant majority (83.7%) of the respondents. This emphasis underscores the program's community-
driven approach, indicating an awareness on the vital role community involvement plays in achieving project
success. Moreover, the overwhelming majority (91.3%) who reported project success, particularly in
assisting vulnerable individuals, underscored the program's positive impact on community empowerment.
Despite challenges such as costliness and community opposition, strategies like engaging key stakeholders
proved effective. Notably, 41.3% of the respondents acknowledged the importance of community
engagement for project ownership, emphasizing the need to foster a sense of ownership among community
members. Additionally, an impressive 95.7% recognized the significant enhancement in project success with
active community involvement. These findings underscore the critical role of community empowerment in
realizing project objectives and emphasize the necessity of ongoing community engagement throughout
project implementation.

5.4 Resource Allocation’s influence on the Performance of COVAW programs

Regarding/ concerning the influence of resource allocation on the project performance, it was found out that
the program relied heavily on donor funding for its activities. Notably, majority of the respondents (54.3%)
named donors as their primary source of funding, showing a strong reliance on external help. Furthermore,
29.3% identified non-governmental organizations (NGOs) as key financial sources, with county and national
governments playing small roles. This reliance on external donors highlights the programs' sensitivity to
swings in money availability and associated delays in delivery. Furthermore, the survey found that a large
majority of respondents (46.7%) recognized the importance of resources in achieving project success. This
attitude was reinforced in qualitative data, which underlined the negative consequences of delayed funds for
project operations and employee morale. The constraints posed by insufficient resources were obvious, with
respondents concerned about the impact of delayed distribution on the delivery of critical services to
vulnerable people. These findings highlighted the important relationship between resource availability and
project performance, underlining the necessity for long-term finance strategies and less reliance on external
sources. Gender-based violence programs may assure continuity and efficacy in meeting survivors' needs and
combatting gender-based violence by prioritizing measures for securing consistent financing and creating
financial resilience.

74
5.5 Organizational Innovativeness and Performance of the COVAW programs
Lastly, it was established that the programs valued innovativeness as indicated in the responses since it is
employed more often. The findings showed that majority of the respondents (90.2%) reported using
innovativeness frequently or rather often, emphasizing the necessity of innovation in solving complex
situations like gender-based violence. Furthermore, a sizable number (57.6%) acknowledged the important
influence of innovativeness on organizational success, with 31.5% indicating a very great extent and 26.1%
indicating a moderate degree. However, there were obstacles as indicated by respondents on the reception of
innovative ideas in their businesses. While 42.4% agreed or strongly agreed that fresh ideas were welcome, a
significant minority (47%) either disagreed or strongly disagreed, indicating space for improved efforts to
develop an innovative culture. Furthermore, the research emphasized the necessity of information sharing in
promoting new ideas, with 60.9% agreeing or strongly agreeing on its value. Qualitative data corroborated
similar findings, with respondents emphasizing the importance of innovation in meeting community needs
and boosting organizational success. Overall, the study emphasized on the importance of organizational
innovation in improving the performance and efficacy of gender-based violence programs, highlighting the
necessity for ongoing innovation and information exchange to successfully handle changing obstacles.

5.6 Conclusions
Based on the findings, the study concluded that since a Gender Based Violence program targets the
community with a view of enhancing and catalyzing change, its success is pegged on the capacity building
mechanisms that the program adopts. The study found a blend of leadership styles within COVAW,
predominantly transactional yet also embracing democratic and transformational approaches as per
contextual needs. This flexibility in leadership facilitates task accomplishment and fosters teamwork, crucial
for program success at different project stages.

Secondly, community empowerment emerged as a cornerstone, with strong emphasis on community

involvement recognized by the majority of respondents. Despite challenges such as funding constraints and
community opposition, active engagement of stakeholders enhanced project ownership and success,
particularly in assisting vulnerable individuals.

Thirdly, the study concluded that there was significant dependency on external donor funding as the primary
financial source for COVAW programs. This reliance on donors exposed the programs to risks associated
with funding delays, which could disrupt project operations and hinder the delivery of essential services. The
75
challenges stemming from insufficient resources underscored the importance of developing sustainable
finance strategies

Lastly, organizational innovativeness emerged as pivotal, with frequent adoption of innovative practices
within COVAW. However, fostering an innovative culture faced challenges, indicating the importance of
knowledge sharing for addressing complex issues like gender-based violence effectively. These findings
collectively underscored the multidimensional nature of COVAW program success and emphasized the
necessity for adaptive leadership, community empowerment, sustainable funding mechanisms, and
organizational innovation to tackle gender-based violence effectively.

5.7 Recommendations
The following suggestions/recommendations are based on the results and conclusion mentioned above:

• COVAW programs should diversify their sources of financing to reduce dependency on external
donors. This might entail soliciting assistance from a broader range of stakeholders, such as
government agencies, commercial sector partners, and community fundraising efforts. COVAW
programs can lessen their sensitivity to financing delays and volatility by diversifying their funding
sources, resulting in improved financial stability and sustainability.
• To strengthen community empowerment and ownership, COVAW programs should prioritize
ongoing community engagement throughout the project’s implementation. This could involve
establishing community advisory boards, conducting regular community feedback sessions, and
actively involving community members in decision-making processes. By fostering meaningful
community participation, COVAW programs can ensure that interventions are culturally relevant,
responsive to community needs, and more likely to succeed in addressing gender-based violence.
• In light of the challenges posed by insufficient resources, COVAW programs should develop and
implement sustainable finance strategies. This could include exploring innovative funding models,
such as social enterprise initiatives or income-generating activities to supplement donor funding.
Additionally, programs should prioritize financial management practices that promote efficiency,
transparency, and accountability, ensuring optimal use of available resources and mitigating the
impact of funding delays.
• There is need to prioritize fostering an organizational culture of innovation and knowledge sharing to
address complex issues like gender-based violence effectively. This could involve creating platforms
76
 for staff to exchange ideas, providing training on innovative approaches, and incentivizing staff to
propose and implement new solutions. By promoting innovation and knowledge sharing, COVAW
programs can adapt to changing needs, improve program effectiveness, and enhance their impact in
combating gender-based violence.

5.8 Suggestion for Further Studies

While the current study sheds light on the performance and efficacy of COVAW programs, it focuses on a
single geographic region or demographic, which may not completely represent the range of experiences and
situations seen in gender-based violence programs. Furthermore, the study may fail to adequately account for
the dynamic nature of gender-based violence and the changing needs of impacted communities over time. As
a result, future study might focus on the following areas:
• An exploration on the use of innovative technology solutions, such as mobile applications, online
platforms, and digital storytelling, to enhance the reach and effectiveness of COVAW programs. By
harnessing technology, programs can overcome barriers to access, facilitate remote support services, and
engage diverse populations in violence prevention efforts
• There is a need for research that explores the intersectionality of gender-based violence and its impact on
marginalized groups, such as LGBTQ+ individuals, ethnic minorities, and persons with disabilities.
Investigating how intersecting identities intersect with experiences of violence and access to support
services can inform more inclusive and targeted interventions

77
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 APPENDICES
Appendix i: Questionnaire for Respondents
Dear Respondent,
My name is Noel Mmboga, a Masters student at St Paul’s University pursuing a degree in
Development Studies. I am carrying out a research entitled ‘The influence of Capacity-
building on gender based violence program performance in COVAW, Narok County,
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 Kenya’. All responses that you will provide will be treated with outmost confidentiality and
anonymity.
Yours
faithfully,
Noel
Mmboga.
SECTION A: DEMOGRAPHIC INFORMATION

1a) Kindly indicate your Gender Male Female

b) Length of work
o a) 1year
o b) 1-2 years
o c) 2-4 years
o d) Above 4 years
b) Educational Qualifications: Certificate Diploma Degree Post graduate
c) Position at work: Support Meddle cadre Supervisory
Management Senior management

SECTION B: LEADERSHIP STYLE

2a) What leadership style is adopted in your organization? Democratic Transactional
Transformational Lessez Fare Any Other……………………………
b) Are you satisfied with the leadership in your organization?
o Extremely Satisfied
o Somewhat Satisfied
o Neutral
o Slightly Unsatisfied
o Extremely unsatisfied

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c) Explain your answer in ‘b’ above……………………………………………………………..

……………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………………………………………………………………………
………………
d) Kindly respond to the following statements with the following statements on a likert scale where SA-
Strongly Agreed A-Agreed N-Neutral D-Disagreed SD-Strongly Disagreed
Statement SA A N D SD

Leadership that is
adopted by the
management is a
catalyst to
performance
Our leaders are not
inspiring in enabling
us attain our
objectives
The type of project we
have demands an
inclusive and
collaborative
leadership style

c) Who is responsible for project execution?

o Management
o Middle Cadre employees
o Low cadre Employees
o Everyone
d) How does the team ensure that the project’s objectives are well attained?...........................
……………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………

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SECTION C: COMMUNITY EMPOWERMENT

3a) To what extent do you give community priority in your project?

o 1.Great extent
o 2.Average Extent
o 3.Low Extent
o 4. None
b) Explain your answer in ‘a’ above………………………………………………………………..
…………………………………………………………………gg…………………………………
………………………………………………………………………………………………………
…
c) How successful are your projects impactful in empowering the community?
o Extremely successful
o Successful
o Averagely Successful
o Somewhat Successful
o Unsuccessful
d) Who do you involve in the community in your project?

g1. Elderly
o 2. Opinion Leaders
o 3. Educated
o 4. Youth
o 5. Other……………………
e) Explain to me how you involve them in your projects you involve them?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
f) After how long do you get feedback from them?
o 1. Before the Project
o 2. During Project Implementation
o 3. After the project
o 4. Always
g) What challenges do you face in community participation in your program?
………………………………………………………………………………………………………

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SECTION D: RESOURCE ALLOCATION

4a) How do you get your resources in running your programs from?
o NGOs
o Donors
o County Government
o National Government
o Other……………………………………..

b) Kindly respond to the following statements with the following statements on a likert scale where SA-
Strongly Agreed A-Agreed N-Neutral D-Disagreed SD-Strongly Disagreed
Statement SA A N D SD

We get our resources

in time and it enables
us to run our activities
smoothly
The resources we get
are adequate in
meeting our project
needs
Some of our projects
stall because of
inadequate resources

b) What can be done to boost your resource base as a way of enhancing you
project
implementation?.............................................................................................................................
………………………………………………………………………………………………………
………………………………………………………………………………………………………

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SECTION E: ORGANIZATIONAL INNOVATIVENESS

5a) How often do you employ innovativeness in your project?

o 1. Quite often
o 2. Often
o 3. Rarely
o 4. Never
b) To what extent do you think the employment of innovativeness impacts on
project implementation?

o Very Large extent

o Large Extent
o Average
o Low Extent
o Very Low extent

c) After how long do you factor in new ideas in your project implementation?
o 1 year
o 2 Years
o Above 3 Years
o Never
e) How does your organization utilize new ideas in the process of project implementation?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………
SECTION F: PROJECT PERFORMANCE

6a) Rate the performance of the COVAW programs in Narok County

o 1. Extremely Good
o 2. Good
o 3. Average
o 4. Below Average
o 5. Bad

b) What indicators do you use to determine the effectiveness of the COVAW programs?
o Ability to transform the community
o Attainment of project goals
o Increased coverage of clients

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 c) How do you measure the COVAW project performance in your organization?
o Through Monitoring and Evaluation
o Community Feedback
o When we meet deadlines

d) In your view, what strategies do you think needs to be put in place in order to
enhance effectiveness of the COVAW programs?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
……………………………………..
THANK YOU

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Appendix ii: Interview Schedule

1. Is there a structural leadership style that is used to run COVAW programs?

2. If yes, how is the structure?
3. In which ways does this style help in realizing the objectives of COVAW programs?
4. To what extent is the community involved in fostering COVAW objectives?
5. Is the community receptive in helping you attains the objectives of COVAW?
6. What feedback do you get from the community regarding the program?
7. Do you get enough resources to attain your goals?
8. How does resource allocation affect the attainment of your objectives?
9. Does your organization value innovativeness?
10. If so how does it achieve innovativeness?

89
Appendix iii: NACOSTI RESEARCH PERMIT

NATIONAL COMMISSION FOR SCIENCE,TECHNOLOGY & INNOVATION

RESEARCH LICENSE

Ref No: 881819Date of Issue: 18/July/2022

This is to Certify that Miss.. NOEL Mmboga MMBOGA of St. Paul's University, has been licensed to conduct
research in Narok on the topic: The role of capacity Building on the Gender-Based Violence Program
Performance; A case of NGO\'s In Narok County. for the period ending : 18/July/2023.

License No: NACOSTI/P/22/18877

881819

Applicant Identification Number Director

GeneralNATIONAL
COMMISSION FOR
SCIENCE,TECHNOL
OGY &
INNOVATION

Verification QR Code

90
APPENDIX IV Introduction Letter

91
Appendix v: Krejcie and Morgan’s Formulae for Calculating Sample Size

92