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Organizations are facing many challenges due to multiplicity of factors such as globalization and the resulting intensification of competition within organizations. This calls for a reexamination of organizational leadership and its response to the increasing competitive world. It also implies that organizations need to introduce robust organizational communication between leaders and subordinates in an institutionally supported and coherent package combined with high reliance on technology-based systems. The objective of this study was therefore to determine the influence of organizational leadership on organizational learning among private universities in Kenya. The study reviewed the theories of organizational learning focusing mainly on the human capital theory, contingency theory, and institution theory as well the empirical literature relevant to the study. The study adopted descriptive research design using both quantitative and qualitative approaches because it ensures complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was obtained from 18 private charted Universities authorized to offer higher education in Kenya, through purposive sampling. The sample population was made up of a total of 180 respondents, comprising 10 participants in the rank of senior managers from each of the 18 chartered Kenyan Private Universities. Data was collected through interview schedules and drop and pick questionnaires and analysed with the aid of descriptive and inferential statistics. A response of 87% was obtained. Pearson Product Moment Correlation analysis was carried out to ascertain the extent of the relationship between the variables. The study revealed that in private chartered universities in Kenya, organizational leadership is a valid antecedent since the variable had significant positive relationship with organization learning. |
