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Author: search.filters.author.Maingi, Annah KaniniStart date: 2020

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    Influence of Adaptive Leadership Model on Sustainability of the Africa Inland Church–Kenya in Nairobi County
    (Scott Christian University, 2026-08) Maingi, Annah Kanini
    This study investigated the influence of the adaptive leadership model, conceptualized as transformational, servant, and collaborative leadership styles, on the sustainability of Africa Inland Church–Kenya (AIC‑K) congregations in Nairobi County. Anchored in adaptive leadership theory, the research builds on literature that emphasizes the interplay of leadership styles and the mediating role of member engagement in translating leadership practices into sustainable outcomes. A mixed‑methods design was employed to capture both measurable associations and lived experiences. The quantitative strand involved structured surveys administered to 300 respondents comprising pastoral teams, church leaders, and active congregants. Descriptive statistics (frequencies, means, and standard deviations) profiled respondent attributes and perspectives. Reliability testing using Cronbach’s alpha confirmed internal consistency of scales. Inferential analysis through Structural Equation Modelling (SEM) revealed that transformational leadership had a strong positive effect on member engagement (β = 0.62, p < 0.001), which predicted sustainability outcomes including numerical growth, spiritual development, and societal influence. Servant leadership significantly influenced member care, resilience, and trust (β = 0.47, p < 0.01) and Collaborative leadership enhanced participatory governance and shared responsibility (β = 0.41, p < 0.05). Member engagement was confirmed as a mediating variable, strengthening the relationship between leadership practices and sustainability outcomes. The qualitative strand involved in‑depth interviews, analyzed thematically, which reinforced statistical findings. Respondents emphasized transformational vision, servant care, and collaborative decision‑making as critical indicators of sustainable church outcomes. Demographic insights revealed that young adults prioritized visionary and inclusive leadership, servant leadership was associated with trust and motivation, and collaborative leadership was linked to governance and shared responsibility. Educated respondents underscored engagement as the heartbeat of sustainability. Sustainability was conceptualized across three parameters: numerical growth, spiritual development, and societal influence. The findings confirmed that member engagement is the critical pathway through which leadership practices translate into church resilience and relevance. The study’s implications are extensive: church leaders are encouraged to adopt adaptive leadership models that integrate transformational vision, servant care, and collaborative participation; educators should incorporate adaptive leadership into training and mentorship programs; and policy makers can support institutional frameworks that foster participatory governance in faith‑based organizations. Overall, the research provides actionable insights for strengthening the resilience and societal relevance of AIC‑K congregations in Nairobi’s rapidly changing socio‑cultural environment.