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Leadership Practices on Performance of Micro Finance Institutions in Rwanda

Author

Listed:
  • Venuste Ngendahimana

    (PhD Student, Jomo Kenyatta University of Agriculture and Technology, Kigali, Rwanda.)

  • Mike A. Iravo

    (Principal, Jomo Kenyatta University of Agriculture and Technology, Juja Kenya.)

  • Gregory Namusonge

    (Dean SHRD, Jomo Kenyatta University of Agriculture and Technology, Juja Kenya.)

  • Rwigema Pierre Celestin

    (Jomo Kenyatta University of Agriculture and Technology, Kigali Rwanda)

Abstract

This study investigates the influence of leadership practices on the performance of microfinance institutions (MFIs) in Rwanda, a sector crucial for economic development and poverty alleviation. Recognizing that effective leadership is essential for fostering organizational resilience and sustainability, the research aims to identify key leadership styles and their correlation with performance metrics such as profitability, outreach, and client satisfaction. The target population of the study comprised of 200 respondents from 22 MFIs registered as public limited companies and 18 MFIs are registered as non-Umurenge Saccos in Rwanda. Both qualitative and quantitative data was collected through structured questionnaires. The questionnaire was pretested before data collection for validation and reliability. The collected data was coded and analyzed using both quantitative and qualitative methods with the help of descriptive and inferential statistics. The Statistical Package for Social Sciences version 21 was used. Testing of hypotheses was done using analysis of variance. Variance Inflation Factor was used to illustrate the significance of the association between strategic alignments on performance of MFIs in Rwanda. Analyzed data was presented using tables and percentages. The results of the regression analysis indicate a significant positive relationship between leadership practices and the performance of microfinance institutions (MFIs) in Rwanda. The model demonstrated a strong correlation, with an R value of 0.672, suggesting that approximately 67.2% of the variability in MFI performance can be explained by leadership practices, as indicated by the R-squared value of 0.467. This means that leadership practices account for 46.7% of the variance in performance outcomes. The analysis yielded a significant F-statistic of 293.042 (p

Suggested Citation

  • Venuste Ngendahimana & Mike A. Iravo & Gregory Namusonge & Rwigema Pierre Celestin, 2024. "Leadership Practices on Performance of Micro Finance Institutions in Rwanda," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(14), pages 5-17, October.
    • Handle: RePEc:bcp:journl:v:8:y:2024:i:14:p:5-17
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    References listed on IDEAS

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    1. Anant K. Sundaram & Andrew C. Inkpen, 2004. "The Corporate Objective Revisited," Organization Science, INFORMS, vol. 15(3), pages 350-363, June.
    2. Anant K. Sundaram & Andrew C. Inkpen, 2004. "Stakeholder Theory and “The Corporate Objective Revisited”: A Reply," Organization Science, INFORMS, vol. 15(3), pages 370-371, June.
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