Strategies to enhance philanthropic organizations' performance through transformational leadership: A Case of Higherlife Foundation, Zimbabwe

Abstract

This study explores strategies for implementing transformational leadership to enhance organizational performance at the Higherlife Foundation, a philanthropic organization in Zimbabwe. Specific objectives were to evaluate current organizational performance, identify effective transformational leadership practices, and assess their impact on employee engagement and job satisfaction. The study employed an interpretivist research philosophy, utilizing a qualitative research design to explore complex, socially constructed, and subjective phenomena, such as leadership and organizational performance. Documentary evidence, as well as purposive sampling of employees chosen based on their roles, experiences, and insights into leadership dynamics and organizational performance, was used to gather data on job satisfaction, engagement, and leadership effectiveness. Questionnaires and interviews were also conducted to gather data. Based on the thematic analysis, study findings reveal persistent performance gaps in human resource management, work culture, operational efficiency, and internal collaboration. Transformational leadership practices, particularly inspirational motivation and individualized consideration, were found to significantly enhance employee engagement and job satisfaction. The study concludes that adopting transformational leadership practices can address identified performance gaps and improve organizational success. Strategies aimed at enhancing overall performance and ensuring sustainable improvement at Higherlife Foundation include implementing leadership development programs, conducting regular employee assessments, fostering a supportive culture, and utilizing a structured approach to transformational leadership.

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