Abstract
The Anglican Church of Kenya (ACK) has encountered various growth challenges, including the sustainability of its programs and the need for technological and spiritual advancement. This study aimed to assess the impact of church strategic leadership and organizational culture on ACK’s growth. The specific objectives were to: (1) determine the relationship between strategic leadership and church growth and (2) explore whether organizational culture moderates the relationship between strategic leadership and growth. Informed by Strategic Leadership and Upper Echelons theories, the study utilized correlation research design. The target population comprised 315 church leaders, including members of the Provincial Administration, Archdeaconry/Parochial Leadership, and the Nairobi Diocesan Secretariat. Proportionate stratified sampling was employed to select 176 respondents. Data collection involved a structured questionnaire on a 5-point scale. Linear regression analysis was used to test research hypotheses, with SPSS version 23 aiding quantitative data analysis. Strategic leadership together with organizational culture accounted for 52.8% of the variance in church growth (R2=.528, DF (3) = 64.257, p<.01). However, the interaction term between strategic leadership and organizational culture did not show evidence of moderation (β=-.038, p>.05). Examination of the regression coefficients revealed that organizational culture had statistically significant predictive power on church growth (β=.757, p<.05) but the effect size of strategic leadership on church growth was insignificant (β=.398, p>.05). It was concluded that organizational culture is ultimately what counts for church growth within the Anglican Church of Kenya, though strategic leadership plays a positive role. Therefore, fostering a strong organizational culture within the Anglican Church of Kenya can significantly contribute to its growth and sustainability, and this can be reinforced by strategic leadership.
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