The purpose of this study was to investigate the influence of Management Development Programmes on employee performance in the Ministry of Labour and Social Protection in Kenya. The study was guided by four specific objectives: to determine the effect of team building, conflict management, coaching, and succession planning on employee performance within the Ministry. The research was significant to government agencies, policymakers, investors, and human resource practitioners as it provided insights into how management development initiatives enhance workforce efficiency, employee satisfaction, and institutional effectiveness. The study was anchored on Human Capital Theory, Transformational Leadership Theory, and Goal-Setting Theory. A descriptive research design was adopted, targeting a population of 200 employees drawn from the Ministry of Labour and Social Protection. Stratified random sampling was used to select 100 respondents. Data were collected using structured questionnaires, while a pilot study involving 10 participants from a similar government institution was conducted to test the reliability and validity of the instrument. Data were analyzed using the Statistical Package for the Social Sciences (SPSS Version 28). Descriptive statistics such as frequencies, means, and percentages were used, while inferential statistics including correlation and regression analysis were employed to establish relationships between variables. The findings were presented using tables, figures, and graphs, and ethical principles such as confidentiality, informed consent, and voluntary participation were strictly observed. The findings revealed that management development programmes had a significant positive influence on employee performance in the Ministry. Team building was found to enhance collaboration, communication, and morale, leading to higher levels of productivity and commitment. Effective conflict management practices contributed to improved teamwork, reduced workplace tension, and higher efficiency. Coaching enhanced employee confidence, decision-making ability, and job satisfaction, while succession planning ensured leadership continuity, employee motivation, and organizational stability. The study concluded that management development programmes are crucial for improving employee performance and achieving institutional goals. It recommended that the Ministry should invest consistently in structured team- International Journal of Management and Leadership Studies, 2026 Volume 6 Issue 1 644 building initiatives, establish continuous conflict management training, strengthen coaching and mentorship programmes, and institutionalize succession planning to ensure leadership continuity and organizational resilience. The study further suggested that future research should examine the long-term effects of management development programmes across different government ministries and incorporate qualitative approaches to provide deeper insights into employee perceptions and behavioural changes

Transparency mechanisms play a critical role in ensuring sustainable and climateresilient natural resource management (NRM), particularly in the face of increasing climate-related challenges. This study sought to assess how Transparency Mechanisms enhance sustainable NRM, focusing on Transparency International-Kenya (TI-Kenya) as a case study. Grounded in Environmental Governance Theory, the research employed a quantitative approach, drawing insights from a diverse range of stakeholders to capture quantitative dimensions of governance effectiveness. The target population was 150 people who included TI-Kenya employees, policymakers, environmental experts, and local community representatives, selected through stratified and purposive sampling techniques. The findings affirmed that sound transparency mechanisms were indispensable in fostering sustainable, climate-resilient natural resource management at Transparency International-Kenya. The study recommended that future research could explore how these corporate governance mechanisms function in more diverse contexts, particularly among smaller grassroots organizations or in different geographical regions facing distinct climate impacts.

This paper examined on-the-Job Learning as a Catalyst for Improved Employee Performance in Devolved Government Systems. A Case Study of County Government of Murang’a, Kenya. A descriptive research design was used, targeting 1,022 managementlevel employees. A sample of 287 respondents was selected using stratified random sampling, and data were collected through structured questionnaires. Descriptive statistics and inferential analyses were conducted using SPSS (Version 25). The results indicated that on-the-job learning significantly enhanced employee performance, with an overall composite mean of 3.64. Employees reported that on-the-job learning improved proactive communication (M = 4.46, SD = 0.92), skill utilization (M = 4.37, SD = 0.95), and problem-solving ability (M = 4.26, SD = 1.00). Correlation analysis showed a positive relationship between on-the-job learning and performance (r = 0.543, p < 0.01), while regression results revealed that on-the-job learning explained 29% of the variance in employee performance. The study concludes that structured on-the-job learning fosters adaptability, innovation, and efficiency in devolved government systems. It recommends institutionalizing workplace learning through formal programs, reflection workshops, and feedback mechanisms to enhance public sector service delivery. Future research should adopt longitudinal and comparative designs to assess the sustainability of on-thejob learning outcomes across counties and sectors

Digital transformation has become a critical driver of competitiveness for small and medium-sized enterprises (SMEs), yet its strategic application in resource-constrained contexts remains underexplored. This study examined the effect of mobile money transfer and cloud computing on strategic decision-making among small and medium business start-ups (SMBSUs) in Kisumu County, Kenya. A sequential explanatory mixedmethods design was adopted, combining a quantitative survey of 199 founders and senior managers across sectors such as retail, agribusiness, services, and manufacturing with qualitative interviews involving 12–15 purposively selected respondents. Quantitative data were analyzed using descriptive statistics, chi-square tests, correlation, and multiple regression in SPSS, while qualitative data were subjected to thematic analysis using NVivo. Findings revealed that mobile money was the most widely adopted tool though it primarily served operational purposes with negligible strategic impact. Conversely, cloud computing showed limited strategic contribution due to infrastructural and skill-related barriers. The study highlights the uneven integration of digital tools into strategic processes and identifies leadership capacity, infrastructure, and cost as key determinants of adoption. These insights inform policy and practice by emphasizing the need for targeted interventions to strengthen digital literacy, improve access to affordable technologies, and foster inclusive digital ecosystems in devolved regions.

Public referral hospitals in Kenya face persistent performance challenges, including inefficient service delivery, resource constraints, and staff shortages that undermine their healthcare mandate. This study assessed the influence of management strategies, leadership style, strategic orientation, staff competencies, and technology integration, on the organizational performance of Kenyatta National Hospital (KNH). Using a descriptive research design, data were collected from a sample of 357 respondents and analyzed using descriptive, correlation, and regression techniques. The results revealed that all four management strategies positively influenced performance, with strategic orientation emerging as the strongest predictor, followed by staff competencies, technology integration, and leadership style. Collectively, the variables explained 53.8% of the variance in performance. The study concludes that a synergistic approach to strengthening these strategies is crucial for improving hospital efficiency and service quality. It recommends blended leadership styles, evidence-based strategic planning, capacity building, and digital transformation to enhance institutional performance.

Globally, cooperative societies are recognized as pivotal in enhancing economic empowerment among smallholder farmers by facilitating resource pooling, knowledge sharing, and market access. In Kenya, dairy cooperatives play a critical role in connecting farmers to formal markets, offering fair pricing, and enabling access to credit and training. Despite these benefits, governance challenges such as weak leadership, limited member oversight, and poor communication often undermine member participation and trust. This study examined the relationship between corporate governance and dairy farmers’ membership, focusing on Githunguri Dairy Farmers Cooperative Society in Kiambu County. Employing a descriptive research design, the study targeted 1,515 management and staff members, with a stratified random sample of 316 participants. Data were collected using structured questionnaires, validated through expert review and pilot testing, and analyzed with SPSS using descriptive statistics, Pearson correlation, and multiple regression analysis. Findings revealed a strong and statistically significant positive relationship between corporate governance and membership (r = 0.612, p < 0.01), with governance practices explaining 37.5% of membership variance. The study concludes that robust governance structures enhance trust, satisfaction, and sustained membership, and recommends policy, managerial, and technological interventions to strengthen cooperative governance and member engagement

This study examined how integrated environmental management initiatives influence carbon emission reduction within the Kenya Civil Aviation Authority (KCAA). Specifically, it assessed the impact of environmental regulatory frameworks, emission monitoring systems, green certification standards, and environmental training programs. Guided by Ecological Modernization, Environmental Management, and Sustainability Theories, the study employed a mixed-methods design targeting 530 personnel, with a sample of 228 determined using the Yamane formula. Data were collected through structured questionnaires and analyzed using descriptive and inferential statistics, including Pearson correlation and multiple regression. Results showed that regulatory frameworks (β = 0.183, p = 0.023), emission monitoring systems (β = 0.005, p = 0.009), green certification standards (β = 0.617, p = 0.000), and environmental training programs (β = 0.021, p = 0.008) significantly influenced carbon emission reduction, explaining 49.1% of the variance. Green certification standards were the strongest predictor. Qualitative findings highlighted challenges such as limited funding, skill gaps, and outdated monitoring tools. The study concludes that integrated interventions combining regulation, monitoring, certification, and training are vital for measurable emission reduction. It recommends strengthening staff training aligned with ISO 14001 and ACA benchmarks, modernizing monitoring infrastructure, and promoting leadership-driven sustainability