Leadership and Organisational development

Religions of the world view disability differently. Judaism, Islam and other Semitic religions regard it as a curse from God due to sins of either the parents or the individual. African Traditional Religion regards disability as a curse from the ancestors or the whole blame is cast on the mother of the disabled. In Hinduism, disability is believed to be linked to " karma " , sins that have been committed in past lives. It is a punishment for misdeeds in the past lives of the People with Disability, or the wrongdoings of their parents. Buddhists believe that disability is a result of having done something negative in a former life. Most religions of the world construe disability as a result of sin. Christianity today has mixed feelings towards disability. Some denominations consider it to be a result of sin while others take it as a biological issue and has nothing to do with sin. Christianity is diverse hence it has diverse views on disability. It is against this background that this paper would like to reflect on the role of Pentecostal churches in curbing the marginalisation of people with disability. The paper would assess the initiatives of Pentecostal churches in addressing the issues of disability. Documentary analysis supported by interviews and personal observations shall be used to gather data for this paper.

The purpose of this study was to determine the influence of strategy implementation antecedents on organizational performance. This study was guided by the following specific objectives: To determine the influence of firm’s structure in strategy implementation on organizational performance. To determine the influence of leadership in strategy implementation on organizational performance. To determine the influence of firms culture in strategy implementation on organizational performance.
The researcher’s selected a descriptive research design and the research’s population was based on the top management preferably the CEO’s of the Top 100 SME’s in Kenya. The research chose to do a census on all the 100 companies that are in Nairobi Country. The sturdy focused on primary data which was collected from the target population, using questionnaires which had structured questions that have been designed in line with each of the research objectives. The research issued a total of 100 questionnaires and a total of 80 were filled and returned giving a response rate of 80%. Correlations were done between the dependent and independent variables to test their relationships and the findings presented in tables.
Analysis of the variables of structure revealed that organizational formation is a formal process and the organizational structure is influenced by business type. It was also revealed that current structure creates an atmosphere that allow for innovation and the structure can either promote or impede successful strategy implementation. The findings also show that organizational structure affect efficiency and the structure of the firm affects the organizational performance.
Analysis of the firm’s leadership revealed that majority of the respondents agreed that the leadership is highly trained and competent and the leadership influence strategy implementation. It was also revealed that leadership aid employee efficiency and current Leadership allow for innovation. The finding also indicated that leadership affect performance.
An analysis of the influence of culture on strategy implementation revealed that most respondents agreed that the success of strategy implementation lies on the firm’s ability to transform learning to action and culture affect performance. In addition, culture aid employee efficiency and it also affect strategy implementation. The research analyzed relationship between the dependent variable (organization performance) against other core factors (Structure, Leadership and Culture). The results showed that 41.2% of the variation in organization performance was explained by the variations in structure, leadership and culture.
The study concluded that among the top 100 SMEs in Kenya, organization formation is a formal process and the individual organization structure is influenced by business type or industry where the firm belongs. It was also concluded that maintaining top 100 position in the Kenyan SME spectra is a daunting task and as such, leadership is highly trained and competent. Finally, the success of strategy implementation in the SMES is fully dependent on the firm’s ability to transform learning to action.
It was recommended that SMEs need to keep innovating to increase efficiency in the production processes, there is also a need to evaluate the structural models in place so as to eliminate channels that impede successful strategy implementation. Secondly, SMEs should continue having a trained and competent leadership so as to guarantee positive organizational developments. Thirdly, SMEs need to maintain a culture of transform facts learnt into attainable action.
Further studies should be done to establish how other internal factors influence strategy implementation and organizational performance. The study could also be extended to determine how external factors affect in strategy implementation and organizational performance of the top 100 SMEs.

Purpose: Effective leadership is about executing the organisation's vision (or redefining and improving it, in some cases), setting direction and
the culture for that particular organization, developing people, engaging communities, and creating conditions for successful teaching and
learning. But what does that leadership management and administration look like? The recently updated Cameroon Professional Standards for
Educational Leaders (CPSEL) identify what an educational leader must develop the ability to Influence Others, Transparent to an Extent.,
Encourage Risk-Taking and Innovation, Value Ethics and Integrity, Balance Hard Truths with Optimism and do their job effectively in order to demonstrate and sustain effective leadership in today global society.
Methodology: There are a number of essential understandings about the Standards that merit attention, since the Standards are based only on
literature review and policy analysis evidence. The reality is that the Standards were never designed to be constructed using only literature and policy analysis findings. To be sure, a large portion of the Standards rest on the best available documental analysis of literature and policy
documents governing educational leadership and administration. At the same time, the creation of the Standards was predicated on the
conclusion that other empirical materials need to be employed in the building process of educational leadership; management and administration standards supporting educational leader’s development in Cameroon.
Findings: The CPSEL maintain the same basic footprint of the original standards, emphasizing: Development and Implementation of a Shared
Vision and core values of sustainable leadership, Mission, vision and core values of sustainable leadership, Good Governance, Ethics and
Professional knowledge and interpersonal skills, Equity and Cultural Responsiveness, Curriculum, Instruction and Assessment, Community
Engagement, Recruitment and Selection, School Leaders, Teachers, Students and Community Development, Professional Learning Community for School Leaders and Teachers, Financial Management, Succession Planning, School Improvement for the Future. Elements and indicator examples for each of these standards are included to further define leadership.
Unique contribution to theory, practice and policy (recommendation): The paper concludes with elements of all of the leadership standards
are organised into inter-related categories with Professional Values and Personal Commitment at the heart of development. These standards
emphasize equity, diversity, access, equal opportunity, and empowerment for students, educators, and all members of the educational community as they work together to ensure that all educational practitioners are ready for educational leadership career. CPSEL framework serves as a foundation for educational leader’s preparation, induction, professional learning, and evaluation.
Keywords: Educational Leadership and Administration, Policy Studies, Professional Standards, Educational Leaders, Cameroon
International Journal of Leadership and Governance

The leadership styles impact decision-making, communication, participation and performance and determine the level of effectiveness in community organizations in the social sector. This study examined leadership styles as determinant of community organization effectiveness in Epe Local Government area of Lagos State. This study adopted the descriptive survey and correlational research method. The population sample consisted of 127 participants from 19 community organizations selected through purposive sampling technique. Data was analysed using Pearson Product Moment Correlation coefficient (PPMC). The study established positive low significant relationship between the impact of democratic leadership style and decision making on effectiveness of community organization (r=0.227, p<0.05). The study revealed positive low significant relationship between the impact of autocratic leadership style and communication on effectiveness of community organization (r=0.180, p<0.05). The study showed positive low significant relationship between the impact of bureaucratic leadership style and participation on effectiveness of community organization (r=0.310, p<0.05). The study also indicated positive low insignificant relationship between the impact of laissez-faire leadership style and performance on effectiveness of community organization (r=0.010, p>0.05). It was concluded that all leadership styles except Laissez-faire had significant impact on the effectiveness of community organization. The study, therefore, recommends that policy makers should reinforce institutional framework of leadership in community organization through leadership development, leadership education, followership education, women empowerment and community organization empowerment.