Managerial Autonomy and Performance of Project Based Non-Governmental Organizations in Kenya

The study sought to establish the effect of managerial autonomy on performance of project based non-governmental organizations in Kenya. Dynamic Capability theory guided the study. The study adopted a descriptive research design and positivism philosophy.

Key Study Components:

• Sample size: 114 project based NGOs

• Location: NGOs headquartered in Nairobi

• Respondents: Top, middle and lower cadre executives

• Methodology: Structured questionnaire for primary data collection

• Analysis: Regression model to test association between study variables

Findings:

Managerial autonomy was conceptualized of political influence, security of tenure was found not to have a weak positive effect on organizational performance as measured by:

• Completion time

• Relevance/suits purpose

• Sustainability

• Budget

The study concluded managerial autonomy will result to better organization performance.