ENTREPRENEURIAL LEADERSHIP AND THE SUSTAINABILITY OF SAVINGS AND CREDIT CO-OPERATIVES IN KENYA

Main Article Content

DAVID GICHUHI WARWATHE
HENRY BWISA, PhD
EPHANTUS KIHONGE, PhD

Abstract

Purpose: The purpose of the study was to explore the influence of risk entrepreneurial leadership on the sustainability of SACCOs in Kenya. The study sought to provide insights on the key focus areas, which contribute towards the sustainability of SACCOs in Kenya. The study was confined to SACCOs within 5 Counties of Nairobi, Kiambu, Machakos, Muranga and Kajiado A sample size of 174 SACCOs was taken.


Methodology: Descriptive research design was adopted for this study. The use of objective and quantifiable data enabled the researcher to generalize the results of the study to the entire population. The correlation coefficient between SACCO sustainability and creativity is 0.389 with a p-value of 0.000 for a 5% 2-tail test; risk taking is 0.488 with a p-value of 0.000 for a 5% 2-tail test. Correlation coefficient between SACCO sustainability and innovative marketing is 0.430 with a p-value of 0.000 for a 5% 2-tail test while correlation coefficient between SACCO sustainability and delegating is 0.634 with a p-value of 0.000 for a 5% 2-tail test


Findings: The study concludes that entrepreneurial leadership positively influences sustainability of SACCOs in Kenya. The findings imply that the four independent variables and the moderating variable combined have a role in explaining the sustainability of SACCO’s in Kenya. The correlation coefficient between SACCO sustainability and creativity, Risk taking, innovative marketing and delegating has a positive and significant relationship between the variables. Moderating Variable which is SACCO regulation has a significant effect on their sustainability.


Unique contribution to the theory and policy: The study reinforces previous finding to the effect that sustainability of SACCOs is associated with Entrepreneurial Leadership. It will make significant contribution to the body of knowledge especially in the Kenyan context. SACCO leaders can re-look at their current entrepreneurial leadership competencies and adjust accordingly through training. Policy makers can borrow from this study and formulate policies that are geared towards enhancing entrepreneurial leadership. It also brings new knowledge that entrepreneurial leadership could be addressed in terms of creativity, risk taking, innovation marketing and delegating. This has widened the interpretation of entrepreneurial leadership on the sustainability of SACCOs.

Article Details

Section
Articles
Author Biographies

DAVID GICHUHI WARWATHE, Post Graduate Student, Jomo Kenyatta University of Agriculture and Technology [JKUAT], Kenya

Post Graduate Student, Jomo Kenyatta University of Agriculture and Technology [JKUAT], Kenya

HENRY BWISA, PhD, Professor, Jomo Kenyatta University of Agriculture and Technology [JKUAT], Kenya

Professor, Jomo Kenyatta University of Agriculture and Technology [JKUAT], Kenya

EPHANTUS KIHONGE, PhD, Lecturers, Jomo Kenyatta University of Agriculture and Technology [JKUAT], Kenya

Lecturers, Jomo Kenyatta University of Agriculture and Technology [JKUAT], Kenya

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