Transformational Leadership Stakeholder Engagement and Success of Non Governmental Organisation Projects.

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dc.contributor.authorMbabazi Doreen
dc.date.accessioned2026-07-06T12:06:46Z
dc.date.available2026-07-06T12:06:46Z
dc.date.issued2020-11-12
dc.descriptionThis is a master's thesis.
dc.description.abstractThis study examined the relationship between intellectual capital, lending strategy, and branch performance among Stanbic Bank branches in the Greater Kampala and Wakiso Region, Uganda. The study was guided by the need to establish the extent to which intellectual capital and lending strategies influence branch performance in the banking sector. A cross-sectional survey design employing a quantitative approach was adopted. The study population comprised 21 Stanbic Bank branches operating within Greater Kampala and Wakiso Region, from which a sample of 19 branches was selected using the Krejcie and Morgan (1970) sample size determination table. Data were collected using a self-administered questionnaire distributed physically by the researcher to respondents in the selected branches. A response rate of 93.4% was achieved. Data analysis was conducted using Statistical Package for Social Sciences (SPSS) version 25. Pearson’s correlation analysis revealed positive and statistically significant relationships between intellectual capital and branch performance, lending strategy and branch performance, as well as between the combined effects of intellectual capital and lending strategy on branch performance. Multiple regression results indicated that intellectual capital was a stronger predictor of branch performance (β = 0.573) compared to lending strategy (β = 0.404). The findings suggest that enhancing intellectual capital through employee development, knowledge-sharing initiatives, and organizational learning mechanisms contributes significantly to improved branch performance. The study concludes that both intellectual capital and lending strategy are critical determinants of branch performance among commercial banks. The study recommends increased investment in employee training, knowledge management systems, and continuous evaluation of lending strategies to enhance operational effectiveness and sustain branch performance. [AI Generated]
dc.description.sponsorshipDr. Musigire Sam PhD (Makerere University Business School) & Mr. Mpaata Zaid (Makerere University Business School)
dc.identifier.citationMbabazi, D. (2020). Transformational Leadership Stakeholder Engagement and Success of Non Governmental Organisation Projects: A Case of the Uganda National NGO Forum UNNGOF). Makerere University Business School.
dc.identifier.urihttp://hdl.handle.net/20.500.12282/5646
dc.language.isoen
dc.publisherMakerere University Business School
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 United Statesen
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/us/
dc.titleTransformational Leadership Stakeholder Engagement and Success of Non Governmental Organisation Projects.
dc.title.alternativeA Case of the Uganda National NGO Forum (UNNGOF).
dc.typeThesis
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