MODERATING THE EFFECT OF ORGANIZATIONAL LEADERSHIP ON THE RELATIONSHIP BETWEEN ORGANIZATIONAL LEARNING STRATEGIES AND PERFORMANCE OF KENYA INSTITUTE OF MANAGEMENT IN NAIROBI COUNTY, KENYA

Organizational performance is a key parameter for institutions of higher learning and is a crucial basis for ranking them against global and local players. The institutions are continually being exposed to increased demands in enhancing their performance to produce excellent and compelling scholarly information and research as well as suitable graduates for the evolving job market. Organizational learning has proven to yield results in enabling firms to adapt to change and improve on their productivity. This research sought to establish whether organizational leadership moderate the effect of organizational learning strategies on the performance of Kenya Institute of Management in Nairobi County, Kenya. The theory that guided this paper is organizational learning model. To undertake this research, a descriptive research design was utilized where performance was the dependent variable. The study population was 209 employees. A sample was derived through stratified sampling where respondents were grouped by the eight departments at the institution resulting to a sample of 80 employees. The data for the research was gathered using structured questionnaires and were emailed to the participants in the research. The study results were modeled using multiple regression model for analysis. The research findings demonstrated that the prevalent style of leadership at KIM was transactional leadership style. The research outcomes illustrated that transactional leadership style significantly and negatively impacted performance of KIM. Further, the research findings showed that the leadership style did not moderate the impact of organizational learning strategies on the performance of KIM.