The study examined the relationship between strategic leadership and the performance of selected non-governmental organizations (NGOs) in Isiolo County, Kenya, focusing on four dimensions: balanced organizational controls, corporate strategic direction, strategic planning, and organizational culture. Addressing contextual and empirical gaps in existing literature, particularly the underrepresentation of arid and semi-arid land (ASAL) settings, the study provides actionable insights for NGO leaders, policymakers, and scholars. Grounded in adaptive leadership, configuration, and goal-setting theories, the study collected data from 203 staff members across seven WASH-focused NGOs, with a representative sample of 135 respondents selected through stratified and simple random sampling. Data were analysed using SPSS version 27, and ethical standards, including informed consent and confidentiality, were strictly observed. Findings revealed statistically significant positive relationships for three of the four strategic leadership dimensions with NGO performance. Balanced organizational controls had the strongest predictive coefficient (β = 0.479), followed by strategic planning (β = 0.428), corporate strategic direction (β = 0.367), and organizational culture (β = 0.135). The study established that NGOs that adopted transparent accountability systems, upheld missionaligned direction, institutionalised adaptive planning cycles, and nurtured ethical, learning-oriented cultures demonstrated stronger program effectiveness, stakeholder satisfaction, and operational resilience. The study recommends that NGOs in resourceconstrained environments embrace an integrated strategic leadership model that synchronizes controls, vision, planning, and culture to improve performance and sustainability.