Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda

Lawrence Rafaih Okello

doi:doi:10.11648/j.ajmse.20251002.11

Research Article |

| Peer-Reviewed

Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda

Lawrence Rafaih Okello^*

Published in American Journal of Management Science and Engineering (Volume 10, Issue 2)

Received: 31 March 2025 Accepted: 9 April 2025 Published: 14 May 2025

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

Whereas local non-governmental originations (LNGO) have been widely appraised as the third largest employment sector in most developing countries, there is a common concurrence among scholars that their strategic success depends on leadership traits. As the localization among LNGO programing gains pace, recent policy debates on gender, equity, diversity and inclusion rekindles the need for empirical studies on the un attendant strategy influence of gender, education and experience of leaders whose performance outcomes in leadership remain unknown. Specifically, this study examined the influence of gender, experience and academic qualifications of local NGO executives on strategy performance. The study was informed by performance theory of management which laid emphasis on how human actions convey meaning in an organization. The study conceptualized the variables of sociodemographic gender, experience and qualifications as the independent variables and fund stability, strategy timeliness, and community satisfaction as dependent variables. A total of 349 LNGO staff were interviewed from the 14 sister branch networks of LNGOs operating in Uganda. The study determined that whereas the variable of gender was less influential, experience and qualifications were significantly influencing the performance of local NGO strategy in Uganda. Considering the current political discourse, this study concludes that gender of a leader is not a critical parameter for better strategy performance. The study therefore contributes to strategic human resource planning with a focus on experience and qualifications when selecting staff. To ensure equity in employment of local NGO leaders, this study recommends continuous local NGO network executive mentorship programs.

Published in	American Journal of Management Science and Engineering (Volume 10, Issue 2)
DOI	10.11648/j.ajmse.20251002.11
Page(s)	16-22
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2025. Published by Science Publishing Group

Keywords

Sociodemographic Characteristics, Local NGO Leadership, Strategy Performance

References

[1]	Okello, L. R., & Okech, B. B. Evaluation Steering and Strategy Performance of Local NGOs in Uganda. Evaluation, 9(1). Texilajournal.com
[2]	Barr, A., Fafchamps, M., & Owens, T. (2005). The governance of non-governmental organizations in Uganda. World development, 33(4), 657-679.
[3]	Muethel, M., Gehrlein, S., & Hoegl, M. (2012). Socio‐demographic factors and shared leadership behaviors in dispersed teams: Implications for human resource management. Human Resource Management, 51(4), 525-548.
[4]	Kelly‐Blake, K., Garrison, N. A., Fletcher, F. E., Ajegba, B., Smith, N., Brafford, M., & Bogdan‐Lovis, E. (2018). Rationales for expanding minority physician representation in the workforce: a scoping review. Medical Education, 52(9), 925-935.
[5]	Martínez‐Ferrero, J., Lozano, M. B., & Vivas, M. (2021). The impact of board cultural diversity on a firm's commitment toward the sustainability issues of emerging countries: The mediating effect of a CSR committee. Corporate Social Responsibility and Environmental Management, 28(2), 675-685.
[6]	Thakur, G. (2015). The influence of Demographic characteristics on performance of Academic employees in Kenyatta University (Doctoral dissertation, University of Nairobi).
[7]	April, K., & Blass, E. (2010). Measuring diversity practice and developing inclusion. Dimensions, 1(1), 59-66.
[8]	Uganda National NGO Forum (2021). The NGO blueprint. Strategic Plan 2021-2025. Accessed from https://ngoforum.or.ug/sites/default/files/publications/THE%20NGO%20BLUEPRINT%20-%20UNNGOF%20STRATEGIC%20PLAN%202021%20-2025.pdf
[9]	QuAM (2019). End of Project Report. Accessed from https://quamuganda.org/wp-content/uploads/2019/09/DENIVA-Report-to-GIZ-September-2019.pdf
[10]	Heilman, M. E. (2012). Gender stereotypes and workplace bias. Research in organizational Behavior, 32, 113-135.
[11]	Hoyt, C. L., Johnson, S. K., Murphy, S. E., & Skinnell, K. H. (2010). The impact of blatant stereotype activation and group sex-composition on female leaders. The Leadership Quarterly, 21(5), 716-732.
[12]	Chin, J. L. (2007). Overview: Women and leadership: Transforming visions and diverse voices. Women and leadership: Transforming visions and diverse voices, 1-17.
[13]	Sinclair, A. (2013). Not just “adding women in”: Women re-making leadership. Seizing the initiative: Australian women leaders in politics, workplaces and communities, 15.
[14]	Awori, T. M. (2008). Women who will not wait: A phenomenological case study of ten women leaders in Busia, Uganda (Doctoral dissertation, Teachers College, Columbia University).
[15]	Hunga, A., & Mahatma, T. (2020, August). Capturing Gender Equality and Social Inclusion (GESI) Initiative in Indonesia: Case Studies in Higher Education. In GE2J 2019: Proceedings of the 3rd International Conference on Gender Equality and Ecological Justice, GE2J 2019, 10-11 July 2019, Salatiga, Central Java, Indonesia (Vol. 127). European Alliance for Innovation.
[16]	Lewis, D., & Lycan, W. (1990). What experience teaches. 1990, 499-519.
[17]	Crane, T. (1992). The nonconceptual content of experience.
[18]	Mehta, S., Singh, T., Bhakar, S. S., & Sinha, B. (2010). Employee loyalty towards organizational study of academicians. International Journal of Business Management and Economic Research, 1(1), 98-108.
[19]	Reichenbach, H. (1938). Experience and prediction: An analysis of the foundations and the structure of knowledge.
[20]	Rogers, J., & Terriquez, V. (2013). Learning to Lead: The Impact of Youth Organizing on the Educational and Civic Trajectories of Low-Income Youth. UCLA IDEA.
[21]	Green, F., & McIntosh, S. (2007). Is there a genuine under-utilization of skills amongst the over-qualified? Applied economics, 39(4), 427-439.
[22]	Edmondson, A. C., Winslow, A. B., Bohmer, R. M., & Pisano, G. P. (2003). Learning how and learning what: Effects of tacit and codified knowledge on performance improvement following technology adoption. Decision Sciences, 34(2), 197-224.
[23]	Lippert-Rasmussen, K. (2009). Reaction qualifications revisited. Social theory and practice, 35(3), 413-439.
[24]	Mugenda, O. M., & Mugenda, A. G. (1999). Research methods: Quantitative and qualitative approaches. Acts press.
[25]	Chuan, C. L., & Penyelidikan, J. (2006). Sample size estimation using Krejcie and Morgan and Cohen statistical power analysis: A comparison. Jurnal Penyelidikan IPBL, 7(1), 78-86.

Cite This Article

Plain Text BibTeX RIS

APA Style

Okello, L. R. (2025). Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda. American Journal of Management Science and Engineering, 10(2), 16-22. https://doi.org/10.11648/j.ajmse.20251002.11

Copy | Download

ACS Style

Okello, L. R. Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda. Am. J. Manag. Sci. Eng. 2025, 10(2), 16-22. doi: 10.11648/j.ajmse.20251002.11

Copy | Download

AMA Style

Okello LR. Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda. Am J Manag Sci Eng. 2025;10(2):16-22. doi: 10.11648/j.ajmse.20251002.11

Copy | Download

@article{10.11648/j.ajmse.20251002.11,
  author = {Lawrence Rafaih Okello},
  title = {Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda
},
  journal = {American Journal of Management Science and Engineering},
  volume = {10},
  number = {2},
  pages = {16-22},
  doi = {10.11648/j.ajmse.20251002.11},
  url = {https://doi.org/10.11648/j.ajmse.20251002.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20251002.11},
  abstract = {Whereas local non-governmental originations (LNGO) have been widely appraised as the third largest employment sector in most developing countries, there is a common concurrence among scholars that their strategic success depends on leadership traits. As the localization among LNGO programing gains pace, recent policy debates on gender, equity, diversity and inclusion rekindles the need for empirical studies on the un attendant strategy influence of gender, education and experience of leaders whose performance outcomes in leadership remain unknown. Specifically, this study examined the influence of gender, experience and academic qualifications of local NGO executives on strategy performance. The study was informed by performance theory of management which laid emphasis on how human actions convey meaning in an organization. The study conceptualized the variables of sociodemographic gender, experience and qualifications as the independent variables and fund stability, strategy timeliness, and community satisfaction as dependent variables. A total of 349 LNGO staff were interviewed from the 14 sister branch networks of LNGOs operating in Uganda. The study determined that whereas the variable of gender was less influential, experience and qualifications were significantly influencing the performance of local NGO strategy in Uganda. Considering the current political discourse, this study concludes that gender of a leader is not a critical parameter for better strategy performance. The study therefore contributes to strategic human resource planning with a focus on experience and qualifications when selecting staff. To ensure equity in employment of local NGO leaders, this study recommends continuous local NGO network executive mentorship programs.
},
 year = {2025}
}

Copy | Download

TY  - JOUR
T1  - Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda

AU  - Lawrence Rafaih Okello
Y1  - 2025/05/14
PY  - 2025
N1  - https://doi.org/10.11648/j.ajmse.20251002.11
DO  - 10.11648/j.ajmse.20251002.11
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 16
EP  - 22
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20251002.11
AB  - Whereas local non-governmental originations (LNGO) have been widely appraised as the third largest employment sector in most developing countries, there is a common concurrence among scholars that their strategic success depends on leadership traits. As the localization among LNGO programing gains pace, recent policy debates on gender, equity, diversity and inclusion rekindles the need for empirical studies on the un attendant strategy influence of gender, education and experience of leaders whose performance outcomes in leadership remain unknown. Specifically, this study examined the influence of gender, experience and academic qualifications of local NGO executives on strategy performance. The study was informed by performance theory of management which laid emphasis on how human actions convey meaning in an organization. The study conceptualized the variables of sociodemographic gender, experience and qualifications as the independent variables and fund stability, strategy timeliness, and community satisfaction as dependent variables. A total of 349 LNGO staff were interviewed from the 14 sister branch networks of LNGOs operating in Uganda. The study determined that whereas the variable of gender was less influential, experience and qualifications were significantly influencing the performance of local NGO strategy in Uganda. Considering the current political discourse, this study concludes that gender of a leader is not a critical parameter for better strategy performance. The study therefore contributes to strategic human resource planning with a focus on experience and qualifications when selecting staff. To ensure equity in employment of local NGO leaders, this study recommends continuous local NGO network executive mentorship programs.

VL  - 10
IS  - 2
ER  -

Copy | Download

Author Information

Lawrence Rafaih Okello

Faculty of Business Administration Management, Uganda Martyrs University, Ngetta Campus, Lira City, Uganda

Contact Email

http://orcid.org/0000-0001-8331-1426

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Okello, L. R. (2025). Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda. American Journal of Management Science and Engineering, 10(2), 16-22. https://doi.org/10.11648/j.ajmse.20251002.11

Copy | Download

ACS Style

Okello, L. R. Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda. Am. J. Manag. Sci. Eng. 2025, 10(2), 16-22. doi: 10.11648/j.ajmse.20251002.11

Copy | Download

AMA Style

Okello LR. Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda. Am J Manag Sci Eng. 2025;10(2):16-22. doi: 10.11648/j.ajmse.20251002.11

Copy | Download

@article{10.11648/j.ajmse.20251002.11,
  author = {Lawrence Rafaih Okello},
  title = {Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda
},
  journal = {American Journal of Management Science and Engineering},
  volume = {10},
  number = {2},
  pages = {16-22},
  doi = {10.11648/j.ajmse.20251002.11},
  url = {https://doi.org/10.11648/j.ajmse.20251002.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20251002.11},
  abstract = {Whereas local non-governmental originations (LNGO) have been widely appraised as the third largest employment sector in most developing countries, there is a common concurrence among scholars that their strategic success depends on leadership traits. As the localization among LNGO programing gains pace, recent policy debates on gender, equity, diversity and inclusion rekindles the need for empirical studies on the un attendant strategy influence of gender, education and experience of leaders whose performance outcomes in leadership remain unknown. Specifically, this study examined the influence of gender, experience and academic qualifications of local NGO executives on strategy performance. The study was informed by performance theory of management which laid emphasis on how human actions convey meaning in an organization. The study conceptualized the variables of sociodemographic gender, experience and qualifications as the independent variables and fund stability, strategy timeliness, and community satisfaction as dependent variables. A total of 349 LNGO staff were interviewed from the 14 sister branch networks of LNGOs operating in Uganda. The study determined that whereas the variable of gender was less influential, experience and qualifications were significantly influencing the performance of local NGO strategy in Uganda. Considering the current political discourse, this study concludes that gender of a leader is not a critical parameter for better strategy performance. The study therefore contributes to strategic human resource planning with a focus on experience and qualifications when selecting staff. To ensure equity in employment of local NGO leaders, this study recommends continuous local NGO network executive mentorship programs.
},
 year = {2025}
}

Copy | Download

TY  - JOUR
T1  - Local NGO Executive’s Gender, Experience and Academic Qualification as a Predictor of Strategy Performance - Evidence from Uganda

AU  - Lawrence Rafaih Okello
Y1  - 2025/05/14
PY  - 2025
N1  - https://doi.org/10.11648/j.ajmse.20251002.11
DO  - 10.11648/j.ajmse.20251002.11
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 16
EP  - 22
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20251002.11
AB  - Whereas local non-governmental originations (LNGO) have been widely appraised as the third largest employment sector in most developing countries, there is a common concurrence among scholars that their strategic success depends on leadership traits. As the localization among LNGO programing gains pace, recent policy debates on gender, equity, diversity and inclusion rekindles the need for empirical studies on the un attendant strategy influence of gender, education and experience of leaders whose performance outcomes in leadership remain unknown. Specifically, this study examined the influence of gender, experience and academic qualifications of local NGO executives on strategy performance. The study was informed by performance theory of management which laid emphasis on how human actions convey meaning in an organization. The study conceptualized the variables of sociodemographic gender, experience and qualifications as the independent variables and fund stability, strategy timeliness, and community satisfaction as dependent variables. A total of 349 LNGO staff were interviewed from the 14 sister branch networks of LNGOs operating in Uganda. The study determined that whereas the variable of gender was less influential, experience and qualifications were significantly influencing the performance of local NGO strategy in Uganda. Considering the current political discourse, this study concludes that gender of a leader is not a critical parameter for better strategy performance. The study therefore contributes to strategic human resource planning with a focus on experience and qualifications when selecting staff. To ensure equity in employment of local NGO leaders, this study recommends continuous local NGO network executive mentorship programs.

VL  - 10
IS  - 2
ER  -

Copy | Download