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Item Leadership development in progressive Pentecostal churches: three case studies from Nairobi, Kenya(Africa International University, 2018-07-07) Mugambi, Mbogo Kyama; Mugambi, Mbogo KyamaABSTRACT Aging leaders with unclear succession plans in Africa's institutions are a symptom of an underlying problem of leadership development. This is evident in the rapidly expanding church on the continent. For instance, from a group of 38 mega churches across Africa, the Leadership Network found only five churches with a leader other than the founder. Many founder leaders remain at the helm of leadership in their 60s and 70s, without a proper plan for future leadership in place. Our research identified three Pentecostal churches, which went against this trend. They raised generations of younger leaders who went on to serve in significant roles beyond the founders. Research on corporate and church leadership shows that effective organisations actively promote a leadership development through moderately transformational cultures with internal practices and organisational structures which produce leaders who will maximise organisational impact and strengthen their succession strategy. This project investigated how leadership development happens in these Progressive Pentecostal Churches (PPCs) which effectively raised multiple leaders who carry on the work of the founder, and other leaders who started new congregations. The research used a qualitative methodology using in-depth interviews historical, and other data. These case studies are the Nairobi Chapel, Christ is the Answer Ministry (CITAM), and International Christian Church (ICC). The data revealed the ways in which these PPCs, over time, experienced vibrant revitalization, positioning themselves to raise new leadership for the future. Each of the PPCs uniquely demonstrated intentionality through leadership development cultures that harness relational interactions among leaders, thoughtfully formed useful leadership and governance structures, while articulating a compelling vision for their congregations. Implications of these findings are that the leadership development crisis in African churches can be addressed through promoting this kind transformational leadership development culture. We draw lessons for churches on developing organisational vision, evolving relational approaches to leadership development through carefully developed organizational structures geared to produce a new generation of effective leaders.Item Effects of Institutional Culture on Leadership Transitions at Koru Bible College, 1961-2002, with Implications for Effective Introduction of Change in any Academic Environment(2014-05-21) Kiptanui, Kitur JohnThe main purpose of this study was to reconstruct the founding organizational culture ofKoru Bible College and then describe its effects on subsequent leadership transitions. The study also sought to draw general implications on how to introduce change in any academic environment. Two methods employed to collect data were interviews and a study of recorded documents. Emphasis was placed on information gleaned from the interviews because organizational culture is about people's experiences within a historical time frame. A general interview guide approach was used in order to generate information from the respondents. The researcher outlined a set of topics without predetermining the order of the topics and the exact wording of the questions asked. However, the written documents provided tangible and easy to verify sources of data. In order to achieve the research objectives, three questions were posited which gave direction to the research effort: 1. What was the founding organizational culture at Koru Bible College, 1961-1977? 2. How has the founding culture at Koru Bible College influenced or affected subsequent leadership transitions and practice from 1977-1996 and 1996-2002? 3. What factors have enhanced or hindered the process of implementing change at Koru Bible College? The research findings showed that a founding organizational culture has significant and long-term effects on leadership transitions. The process of change from the founding organizational culture to the desired culture is complex and requires an investment of time. Thus, effective introduction of change in any academic environment calls, primarily, for changing people and understanding the past organizational behavior of the relevant organization.Item The use of Core Values as aBasis for Effective Leadership :a case study of NEGST(2014-05-19) Munywoki, John A. MThis research was designed to find out the RJace-.2f core values as a basis for effective leadership. There was a dual purpose to this research. First was to understand from the literature what was meant by the term "leadership" and second was to study an existing institution and see how these principles of leadership actually operate in a live situation. The m~nagers of the institution plus the workers of the institution were asked to analyze their role in the running of the institution with particular reference to the use of core values in their day-to-day running of their work. The workers who were selected to participate in this research are (111 those who had worked in NEGST for a period exceeding two years, and everybody who qualified was given a questionnaire to fill out. The total number of those who were approached was 34 individuals. The study was divided into three categories of respondents. Category one had the top four office holders at NEGST, I.e the Vice Chancellor and the three Deputy Vice Chancellors. Category two had the managers of institution that reported to each of the three Deputy Vice Chancellors, while Category three had those workers who reported the managers. Each department was divided into these three categories, and a similar questionnaire given to everybody in each category, irrespective of what department they were in. Questionnaire forms were given out which sought to enquire whether the staff member consciously used core values in their job, and also whether they insisted that their juniors use their core values. This was to try and see whether the core values of the top office holders actually trickled down to the lower levels of the organization. The research revealed that of all the persons who returned the questionnaires, no two people held the same set of core values. Each person had values which were different from the other person. The study also revealed that the third category of respondents interpreted the actions of the category one respondents to mean that they all held different core values from each other. In fact the category three respondents thought that the Vice Chancellor held four different sets of core values. The other significant finding was that the respondents indicated that NEGST did not hold to any consistent set of core values.Item The Role of Church Leadership in Numerical Church Growth :a case study of Northmead Assembly of God and Bread of Life Church International in Zambia(2014-05-16) Shakwelele, GeorgeThis study was an attempt to find out, understand and describe the role of church leadership in numerical church growth of North mead Assembly of God and Bread of Life Church International. The study was carried out as a case study of the two churches. [h~ools or instruments employed to procure qualitative data were personal interviews and questionnaire, Internet, and library resources. The researcher conducted the interviews, participated in church services and collected the completed questionnai~ Northmead Assembly of God and Bread of Life Church International are among the known growing churches in Zambia whose church attendances run to thousands. The churches are popular and appear to be enjoying growth partly because of the TV programs that they are running on the National Television.ee findings revealed that the two churches are experiencing numerical growth due to the leaders' participation in church ministries, the sound preaching of the word, expressive and open worship coupled with good music and the evangelism programs promoted in the churches~The leaders' role in church growth is indispensable as long as the leaders remain committed to their calling. However, it was discovered that the moment the leaders slip into sinful lifestyle, exhibiting bad example or conduct and cease to become available for ministry, church growth is hampered. The observed roles of church leaders in numerical church growth, in this study, can be applied in any setting of the church and growth is likely to occur.Item The Perception of LeadershipTowards HIV/AIDS Prevention Campaigns of MAP International in Embul Bul and Ng'ong Deliverance Churches(2014-05-16) Sempebwa, George WilliamThe objective of this study was to evaluate the perception of leadership towards HIVIAIDS prevention campaigns of MAP International in Embul Bul and N'gong Deliverance Churches. In order to come up with a substantial study, a related literature review on HIV IAIDS epidemic was carried out. This dealt with the causes, spread, impact, the Church, prevention, achievements and MAP International. Data collection was conducted from a sample of the target churches by means of open-ended questionnaire and semi-structured interview guide both in formal and nonformal way. The instrument was administered to forty; (40) Church leaders from both Churches who included Pastors and lay leaders. Frequency tables and Cross tabulation were generated in order to provide deep insights of the variables under study. This study was based upon three significant research questions: 1. What are the perceptions of church leaders about HIV IAIDS prevention campaigns of MAP International? 2. What are the factors that affect their perceptions? 3. What are their suggestions pertaining to .the improvement of the approaches used by MAP International? The research findings indicated the following: Concerning factors that led to development of HIV IAIDS prevention campaigns, a number of leaders from both churches admitted that HIV IAIDS is general concern that requires to be dealt with seriously. Some thought that the increasing problem of the epidemic needed to be given a focused attention to counter its impact on the community. Others said that the infected and affected are asking questions for which they could not have an answer. Therefore a need for HIV IAIDS prevention campaigns was a central concern for the general Church leadership. When Church leaders are educated, trained and equipped it is believed that they would in turn spread the message to other members of the Church and community. Participants urged MAP International and the general church leadership to organize frequent workshop, seminars on HIV IAIDS prevention campaigns. From the findings it was evident that the leadership of both Churches had not come out to be mutually supportive in prevention campaigns of MAP International towards HIV/AIDS campaigns awareness. The Church leadership's perception towards HIVIAIDS prevention campaigns of MAP International needed to be intensified. Therefore the leadership of both Churches must commit themselves to work hand in hand with MAP International HIV IAIDS prevention campaigns. This conclusion paved way for recommendations that appeal to the need for MAP International and the leadership of both churches to come up with strategies that will foster the HIV IAIDS prevention campaigns among the leaders.