STRATEGIC LEADERSHIP PRACTICES AND PERFORMANCE OF FAITH BASED ORGANIZATIONS IN RWANDA A CASE OF CARITAS ARCHDIOCESE OF KIGALI

Abstract

The current study intended to assess the influence of strategic leadership practices on the performance of Caritas Archdiocese of Kigali which is one of the Faith Based Organizations. The study attempted to answer four questions: what is the influence of strategic direction on performance of Caritas Kigali? Does strategic staffing has an influence on performance of Caritas Kigali? What is the influence of stakeholder accountability on performance of Caritas Kigali? How is the performance of Caritas Kigali along with its strategic leadership practices? In order to deal with those questions, the study focused on four specific objectives namely strategic direction (SD), strategic staffing (SS), stakeholder accountability (SA) and organizational performance (OP). The data underlying this study were quantitatively and qualitatively collected using triangulation method in order to test validity through the convergence of information from different sources. The sample size was 56. It was in such case that this study has targeted 56 staff of Caritas Kigali, 4 from top management and 33 external stakeholders of the organization. Stratified random sampling and census technique were both used to reach out respondents, whereas questionnaire and interview techniques were taken into account to collect data from the various strata of the respondents. The SPSS version 22 was used to analyze data. The results revealed that there is a strong positive correlation (Spearman's rho = 0.685, p < 0.05) between strategic direction and organizational performance. This indicates that as strategic direction increases, there is a corresponding increase on performance of Caritas Kigali. There is a significant positive correlation (Spearman's rho = 0.610, p < 0.05) between strategic staffing and organizational performance. This indicates that as strategic staffing improves, there is a corresponding improvement on performance of Caritas Kigali. The findings show that there is a strong positive correlation (Spearman's rho = 0.763, p < 0.05) between stakeholders' accountability and organizational performance. This suggests that higher levels of stakeholders' accountability are associated with performance of Caritas Kigali. Therefore, all correlation coefficients between the studied variables and performance of Caritas Kigali are positive and p < 0.05, which involves strong positive relationships between strategic leadership practices on the performance of Faith Based Organizations in Rwanda. The study concluded that strategic leadership practices influence the performance of Faith Based Organizations in Rwanda. However some weaknesses were identified at each of four target specific objectives and appropriate suggestions were recommended in this study. It was stated that, although, the overall mean value of Strategic staffing on performance of Caritas Kigali was high, the results demonstrated a set of weaknesses. For instance, not all employees and other external stakeholders can actively participate in decision making process at Caritas Kigali. In terms of recruitment process, the results showed that, it was quietly done due to the weakness of Human Resources management. The procedures to offer rewards, trainings and motivation were neither significantly done nor appreciated by the employees. Despite the number of employees in the organization, duties are slightly delegated to staff according to their qualifications. The top management of Caritas Kigali does not suddenly release information to the stakeholders. The study strived to articulate key recommendations to address the mentioned weaknesses. The governing board should determine and sort out the activities and monitors their compliance with the mission. Caritas Kigali as other FBOs should offer to staff the induction courses, proper training and supervision, and provide them with opportunities for individual growth and development. FBOs should develop a written conflict of interest policy, which is applicable to the heads of departments and to any staff and volunteers who have significant decision-making authority regarding the organization’s activities or resources, as well as relevant organizational stakeholders. The study recommends that FBOs should softly reflect their core values, mission, and cultural standards in terms of as democratic principles to be used where applicable at all FBOs.