In the recent past, some organizations have either collapsed or are on the verge of collapsing after they had failed to achieve their desired results. The result has been declining financial support, poor utilization of physical resources, and a culture that does not support organizational growth and development. One of the factors that has contributed to the poor performance of these organizations has been lack of strategic leaders. The aim of this study was therefore to determine the effects of strategic leadership on the performance of Africa Inland Church theological training institutions in Kenya. Data was collected using both open and closed ended questionnaires from 219 management members, employees and third year students of A.I.C theological training institutions in Kenya. The study made use of experimental research study design while respondents were sampled using multi-stage sampling technique. The study established that strategic leadership had a positive correlation with organizational performance (R=0.242, p<.01) and contributed to 5.9 percent of the performance in Africa Inland theological training institutions in Kenya

Christian organizations such as theological training institutions are started with the aim of achieving certain objectives. For example, one of the objectives of Africa Inland Church (A.I.C) theological training institutions is to equip men and women who have been called by God with the necessary biblical and leadership skills to minister in the church. This will result in the conversion of more people to Christ and the spread of the gospel in preparation for Jesus' second coming. However, previous research studies had indicated that majority of theological training institutions and especially in Africa had not been adequately preparing church leaders for this noble task. Some of the reasons for this failure has been inadequate curriculum, lack of financial support from donors, declining number of students who are joining theological training institutions and styles of leadership. This study was anchored on strategic direction which is an aspect of strategic leadership. Data was collected using both open and closed ended questionnaires from management members, employees and third year students of A.I.C theological training institutions in Kenya. The study established that strategic direction had a positive effect on the performance of A.I.C theological training institutions in Kenya with a correlation of r = 0.465, a β value of 0.465, a significance of F = 25.349 and that it explained 21.6 percent (r 2 = .216) of the variability of organizational performance. This study is necessary because the performance of theological training institutions is not known in the Kenyan context. The study recommends that top leaders of Africa Inland Church theological training institutions be strategic as they leading their organizations into the volatile business environment.

The primary goal of missionaries at the time of coming to Africa was to spread the gospel and establish churches for those who were converting to Christianity. For Africa Inland Church (A.I.C), the first missionaries initially established mission stations in Machakos with other stations being opened soon after in Central Kenya and Rift Valley respectively. The rapid growth of the number of people who were converting to Christianity and the many churches that were being opened required leaders to run them. This made missionaries to start Ukamba Bible School as the first A.I.C theological training institution in Machakos with Moffat Bible School being opened soon after in Kijabe. However, despite the repaid growth of the theological training institutions, very little research studies had been carried out to determine the factors affecting their performance. The aim of this study was therefore to establish the effects of organizational culture on the performance of A.I.C theological training institutions in Kenya. The study employed a descriptive survey research design with closed and open ended questionnaires being used to collect data from 120 Management members, employees and third year students. The results indicated that organizational culture had a positive correlation with performance at 0.517 with 26.7 percent of organizational performance in A.I.C theological training institutions being explained by organizational culture with the remaining 73.3 percent being explained by other variables. The significance of the model between organizational culture and organizational performance was statistically significant with an Fvalue of 33.475. Both p-value and β value were 0.517 indicating that organizational culture has both significance and effect on organizational performance.