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Influence of Shared Leadership on Humanitarian Aid Responses in Arid and Semi-Arid Areas in Kenya

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dc.contributor.author Abdullahi, Mohamed
dc.date.accessioned 2023-11-20T08:31:38Z
dc.date.available 2023-11-20T08:31:38Z
dc.date.issued 2023
dc.identifier.uri http://erepo.usiu.ac.ke/11732/7804
dc.description A Dissertation Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Doctor of Business Administration (DBA) en_US
dc.description.abstract The purpose of the study was to examine the influence of shared leadership on humanitarian aid responses in arid and semi-arid areas in Kenya. The study was based on the following research questions: To what extent do collective goals influence humanitarian aid responses in Arid and Semi-Arid areas in Kenya? To what extent does emotional support influence humanitarian aid responses in Arid and Semi-Arid areas in Kenya? Does teamwork influence humanitarian aid responses in Arid and Semi-Arid areas in Kenya? To what extent does organizational learning influence humanitarian aid responses in Arid and Semi-Arid areas in Kenya? How does work complexity moderate the relationship between shared leadership and humanitarian aid responses in Arid and Semi-Arid areas in Kenya? Shared leadership theory and complexity theory guided the study. The study used a positivism approach and explanatory research design. The explanatory research design was deemed suitable for the study since the research aims at explaining the casual relationship of the variables. The population was 5996 and a sample size of 375 was obtained using the Yamane formula. The study used stratified random technique to select the respondents. Structured questionnaires and interview guides were used to collect the data. Qualitative data was analyzed using content analysis and presented in prose form. Moreover, Statistical Package for the Social Sciences Version 25 was used to organize the quantitative data. Quantitative data was analyzed using descriptive and inferential statistics and presented in tables and figures. The Pearson correlation analysis showed a positive association between collective goals and humanitarian aid responses, with a Pearson correlation value of 0.422 and p-value of 0.000. The regression analysis, with an R square value of 0.178, indicated that collective goals could explain 17.8% of the variations in humanitarian aid responses. The ANOVA test confirmed the overall significance of the model with an F-value of 72.558 and p-value of 0.000. The t-value for collective goals in the regression coefficients was 8.518, and p-value was 0.000. This meant that a unitary change in collective goals would increase humanitarian aid responses in arid and semi-arid areas in Kenya by 0.206 units, holding other factors constant. The Pearson correlation results demonstrated a positive and significant association, with an R-value of 0.581 and p-value of 0.000. The regression analysis showed that emotional support could explain 33.8% of the variations in humanitarian aid responses in these regions. The ANOVA test confirmed the overall significance of the model, displaying an F-value of 170.201 and an exact p-value of 0.000, suggesting a robust and statistically significant model. Additionally, the t-value for emotional support in the regression coefficients table was 13.046, with a beta coefficient of 0.520 and an exact p-value of 0.000. This indicates that a unitary increase in emotional support would augment humanitarian aid responses in the arid and semi-arid areas in Kenya by 0.520 units, keeping other variables constant. The correlation analysis indicates a positive and significant association between teamwork explaining and humanitarian aid responses (r = 0.452, p = 0.001). The regression analysis indicates teamwork can explain 20.4% of the variations in humanitarian aid responses. The F-value of 85.626 with a p-value of p = 0.000 emphasizes the model's statistical significance, while the regression coefficients show a positive and significant influence (β = 0.282, p = 0.000), indicating that a unit increase in teamwork increases humanitarian aid responses by 0.282 units. These statistics underline the importance of teamwork in enhancing humanitarian efforts in the studied areas. The correlation analysis demonstrates a significant positive association between organizational learning and humanitarian aid responses (r = 0.612, p = 0.000). In the regression analysis, organizational learning explains 37.4% of the variations in humanitarian aid responses, with an F-value of 199.885 and a significance level of p = 0.000, affirming the model's overall fit. The regression results showed that organizational learning and humanitarian aid responses is positively and significantly related (β = 0.583, p = 0.000), indicating that a unit increase in organizational learning would augment humanitarian aid responses by 0.583 units. Correlation analysis reveals a positive and significant association between work complexity and humanitarian aid responses, with a Pearson correlation of 0.449 and a significance level of p = 0.000. The study found the interaction between shared leadership and work complexity is significant (t = 8.877, p < 0.000), whereas the individual effect of work complexity is not significant (t = 0.106, p = 0.916). The results confirm that work complexity interventions significantly moderate the relationship between shared leadership and humanitarian aid responses in the region. The study concludes that humanitarian aid responses in Arid and Semi-Arid areas in Kenya is significantly influenced by several interrelated factors. These include collective goals, emotional support, teamwork, and organizational learning, all of which positively correlate with increased aid response. Work complexity, encompassing organizational culture, responsibility, alignment with government and donor policies, also plays a vital role in moderating the relationship between shared leadership and aid response. The multifaceted interaction of these elements emphasizes the necessity for a coordinated and strategic approach, where leadership fosters teamwork, supports emotional well-being, encourages continuous learning, and navigates the complexities of organizational culture and policies to optimize humanitarian aid delivery in the region. The study recommends the implementation of five core strategies to enhance humanitarian aid responses in Arid and Semi-Arid areas in Kenya. Firstly, the management of NGOs must emphasize collective goals, fostering a collaborative culture, and empowering employees to make decisions. Secondly, there should be a concentration on emotional support, including monetary benefits and favorable policy design in consultation with employees. Thirdly, the focus on teamwork is crucial, requiring effective communication, inter-departmental bonding, and proper training. Fourthly, attention to organizational learning involves information governance, standards, best practices, and collaboration with established networks for knowledge sharing. Lastly, considering work complexity, it is recommended that government policies support NGOs' development, transparency, and accountability, while strategies must be developed to reduce the complexity of the working environment. The study also highlights the need for further research, expanding into other sectors beyond NGOs, exploring different leadership styles, and employing varied methodological approaches to deepen understanding of humanitarian aid responses dynamics. en_US
dc.publisher United States International University - Africa en_US
dc.subject Shared Leadership en_US
dc.subject Humanitarian Aid Responses en_US
dc.subject Semi-Arid Areas en_US
dc.subject Arid Areas en_US
dc.subject Kenya en_US
dc.title Influence of Shared Leadership on Humanitarian Aid Responses in Arid and Semi-Arid Areas in Kenya en_US
dc.type Thesis en_US


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