Purpose: The purpose of this study was to evaluate the role of leadership in the transformation process of microfinance organizations in Kenya into deposit taking institutions.Methodology: This study adopted descriptive research design. For purposes of collecting primary data, the use of a questionnaire developed by the researcher was used. Data was then analyzed using Excel and SPSS and presented in tables, graphs and charts. A total of 120 questionnaires were distributed to the above five organizations and 42 of them were returned. This represents a 35% response rate.Results: The study concluded that leadership plays a positive role in the transformation success.  This conclusion was supported by correlation results which revealed that there is a positive correlation between leadership and transformation success. Therefore an increase in the effectiveness of leadership is associated with an increase in transformation success. The conclusions were also supported by regression results that revealed a positive and significant relationship between leadership and transformation success.Unique contribution to theory, practice and policy: The study recommends to the leaders of transformation organizations to be on the front line in communicating change to subordinates, supporting them as well as being actively involved in the change process.

Purpose: The purpose of this study was to assess the impact of organizational culture in the effectiveness of the transformation process of microfinance organizations in Kenya into deposit taking institutions.Methodology: This study adopted descriptive research design. For purposes of collecting primary data, the use of a questionnaire developed by the researcher was used. Data was then analyzed using Excel and SPSS and presented in tables, graphs and charts. A total of 120 questionnaires were distributed to the above five organizations and 42 of them were returned. This represents a 35% response rate.Results: Based on the findings, the study concluded that the dominant culture of MFIs that have transformed to DTMs is that of Control. The results further led to the conclusion that this type of culture is appropriate for MFIs since MFIs operate in heavily regulated and structured environment where standardized procedures and efficient processes enhance the stability of such MFIs. The study also showed that the most dominant organization leadership culture is that of Control. The leaders exemplify coordinating, organizing or smooth running efficiency. Results further revealed that leadership culture that is generally considered to exemplify entrepreneurship, innovation or risk taking is associated with the highest transformation success. Unique contribution to theory, practice and policy: The study recommends that the leadership of organizations should have an understanding of the attributes of the dominant culture of their organizations, the level of opposing tension or balance between values, or the congruence between the organization and its leadership or initiatives.

Purpose: The purpose of this study was to evaluate the factors that lead to resistance to change in the transformation process of Microfinance institutions in Kenya into Deposit Taking institutions.Methodology: This study adopted descriptive research design. For purposes of collecting primary data, the use of a questionnaire developed by the researcher was used. Data was then analyzed using Excel and SPSS and presented in tables, graphs and charts. A total of 120 questionnaires were distributed to the above five organizations and 42 of them were returned. This represents a 35% response rate.Results: The study also concluded that initiatives that reduce resistance to change have a positive association with transformation.  For instance, the study concluded that training was associated with higher transformation success. Furthermore, a positive attitude towards change was associated with higher transformation success. The study also concluded that the higher the perceived benefits, the higher the transformation success. It was also noted that organizations that had a good track record of successful change attempts had successful transformations and that the credibility of the organizations determined how respondents felt about the organizations ability to implement successful transformations.Unique contribution to theory, practice and policy: The study recommends that Leaders should as much as possible clearly define the need for the change by communicating the strategic decision as well as involving their subordinates in the planning of the change by asking them to give suggestions and ideas. Transforming MFIs should also plan for and deliver relevant training programs that develop basic skills.