Strategic Leadership and Sustainability of Non-Profit Organizations in Narok County, Kenya

Strategic leadership entails the capability of leaders to foresee, visualize, remain adaptable, contemplate strategically, and collaborate with followers to establish a feasible future pathway for the organization. Essential strategic leadership consist of outlining Envisioning, preserving distinctive core capabilities, cultivating personnel, upholding a productive organizational culture, accentuating ethical conduct, and instituting equitable strategic interactions. Strategic leadership holds immense significance in the not-for-profit domain, grappling with challenges like scrutiny for accountability, clamor for superior service delivery, and calls for favorable societal consequences. This research project delves into the association between strategic leadership and sustainability within not-for-profit entities situated in Narok County, Kenya. More precisely, the study explores how Envisioning, Resource Management, ethical practices and strategic communication influence Sustainability of not-for-profit organizations in Narok County in Kenya. Four primary theories Resource Based theory, Social Responsibility theory, Behavioural theory of Leadership and Communication Theory will inform this study. Adopting a descriptive research design, the research combines both qualitative and quantitative techniques. Applying a descriptive survey methodology, the targeted population comprised 213 officially registered not-for-profit groups operating within Narok County, Kenya. Collected data was processed utilizing analytical tools based on description and inference. Structured questionnaires was employed as the principal means to collect primary data. Meanwhile, secondary data points derived from institutional documentation. Following editing, encoding, and input procedures, the gathered data underwent the evaluation via descriptive and inferential analytics using specialized computer software packages. Particularly, regression analysis was examined proposed connections amongst assumed variables, whereas variance analysis was assessed if multiple independent factors exert collective effects over the dependent factor. The analysis highlights the significant influence of strategic communication, ethical practices, envisioning, and resource management on the sustainability of not-for-profit organizations in Narok County. Key findings revealed that effective strategic communication (β=0.279) fosters trust and transparency, ethical practices (β=0.338) enhance integrity and accountability, envisioning (β=0.347) aligns resources through clear leadership, and resource management (β=0.196) optimizes financial and physical assets for operational continuity. Recommendations for these organizations include implementing robust resource management practices, conducting regular assessments, and engaging stakeholders in resource allocation discussions to build trust and support. Future research should explore external factors affecting resource management, utilize qualitative methods for deeper insights, and conduct longitudinal studies to evaluate the long-term impacts of resource strategies and technology's role in enhancing operational efficiency