Abstract:
The growing numbers of orphans overwhelm available resources while the safety net
that orphans would find in extended family networks crumble due to urbanization and
nuclearization of the family (Kiambi & Mugambi, 2017; Njoroge, 2019). Orphanages
have been started in response to this problem, yet the crisis continues to persist (Chege
& Ucembe, 2020). There is need for increased support and involvement of the families
and members of the community for adequate intervention for orphans. To this end, the
leadership role of the church cannot be overemphasized as local churches always have
the trust of the community and can be instrumental in mobilizing and leading local
responses since they are always the first responders to the plight of orphans in society
(Association for Alternative Family Care of Children, 2014). This study aimed to
investigate the influence of transformational leadership on intervention for orphans in
the church in Kenya based on the four dimensions of transformational leadership
namely; idealized influence, inspirational motivation, intellectual stimulation and
individualized consideration, using Christ Is the Answer Ministries as a case study.
Qualitative research design was used with phenomenological approach to the collection
and analysis of data. The population of the study was 98 leaders and stakeholders
comprising of children pastors, youth pastors, family care and enrichment pastors,
Sunday school superintendents, guardians of orphans, orphan children, school
administrators, children centre, heads of mission, and head of administrators, donors,
and community leaders. A purposive sample of 35 research participants was used. Data
was collected using a questionnaire and a structured interview guide. The data gathered
was then transcribed and analysed using the thematic technique. The study established
that idealized influence manifested through leadership by example, whereby the leaders
acknowledged their role as pacesetters and recognized the unique place and obligation
of the church in leading interventions for orphan children in society. In terms of
inspirational motivation, research participants deployed mentorship programs as part of
personal initiatives they undertook towards an intervention for orphan children.
Concerning intellectual stimulation, research data provided evidence of follower
development and personal coaching across the respondent groups directly targeted at
orphan children. This was characterized by practices such as confidence building,
encouragement, and establishing a collegial relationship with the orphans. With respect
to individualized consideration, the leaders-initiated fundraising, donations, and other
forms of support from people of goodwill to cater for the basic needs of orphan
children such as food, shelter, clothing, and education. The most outstanding feature of
transformational leadership was a personal initiative. In this respect, the impact of
orphan children was the product of mentorship, social action, advocacy, innovation,
and creativity of the leader. The most salient factor in the equation of intervention to
orphan children in Kenya was government policy and the ever-expanding orphan
population in the country. In conclusion, the influence relationship between the two
variables is affected by environmental factors, the chief of which are church policy and
government policy. The study concluded that transformational leadership positively
influenced intervention for orphans. From a church policy perspective, there is a need
to match the overwhelming recognition of ministry to orphan children as missioncritical with policy decisions that guide the church’s response plan. This study has
affirmed transformational leadership theory as a viable theory for explaining
intervention for orphan children by the church.