Leadership Strategies and Their Influence on the Execution of Strategic Plans in Tanzania: A Case of NGOs in Kinondoni District — Oak Academic Publishing
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Leadership Strategies and Their Influence on the Execution of Strategic Plans in Tanzania: A Case of NGOs in Kinondoni District
Department of Social Sciences and Humanities, Dar es Salaam Campus College, Mzumbe University, Dar es Salaam, Tanzania
,
Department of Economics, Faculty of Social Sciences, Mzumbe University, Morogoro, Tanzania
1 Department of Social Sciences and Humanities, Dar es Salaam Campus College, Mzumbe University, Dar es Salaam, Tanzania
2 Department of Economics, Faculty of Social Sciences, Mzumbe University, Morogoro, Tanzania
This study aimed to assess leadership strategies and their perceived influence on strategic plans execution in non-governmental organizations (NGOs) in Tanzania with cases from Kinondoni District. It was grounded in Strategic Leadership Theory, complemented by Expectancy Theory and Goal-Oriented Communication Theory. The study used a mixed research approach. Non-probability purposive sampling was used to select study respondents. Data were gathered from 52 participants, obtained using the Taro Yamane formula, representing Heads of Institutions, Heads of Departments and Managers. Survey and key informant interviews were the main methods for gathering primary data. Data was analysed using SPSS version 21. Study findings indicate that leaders drive the execution of strategic plans by providing strategic direction, fostering an enabling culture and motivating employees. However, most leaders do not spend adequate time on strategy to provide strategic guidance and oversight. Communication influences strategic execution by enhancing strategic clarity, reinforcing transparency, and improving collaboration. Incentive mechanisms influence execution outcomes by increasing employee motivation and commitment to strategic objectives. Furthermore, leadership skills promote strategic alignment, optimize resource allocation, and enhance team capacity. This study recommends that NGOs should institutionalize dedicated strategic oversight time, integrate execution metrics into leadership performance, establish structured strategic communication systems, implement a blended incentive framework linked to strategic milestones, and roll out execution-focused leadership development program. Future research should focus on quantifying the influence of different leadership strategies, comparative assessment of the influence of leadership strategies across NGO types and examining leadership strategies beyond those covered in this study.
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