CHAPTER FOUR

RESEARCH FINDINGS AND DISCUSSIONS

4.1 Introduction

The departmental staff at Africa Nazarene University provided the original data, which was then gathered

and analyzed using the techniques described in chapter three. The outcomes of data analysis, which included

subsections on response rate and adoption extent, are presented in this chapter.

4.2 Presentation of Research Findings

4.2.1 Response Rate

The study targeted to gather information on the staff from different departments that makes up the

administration at Africa Nazarene University. Nonetheless, out of the 130 targeted respondents only 80 of

them responded to the questionnaires translating to a response rate of 60.5%. According to Vasileiou,

Barnett, Thorpe, and Young (2018), a rate of response of above 60% is good for analysis; the non-response

could be due to the questions being related with current affairs. Therefore, the researcher proceeded to

analysis since the bare minimum target was over met.

Table 4.1 Response Rate

Sample Size Frequency Percent

Respondent 80 60.5%
Non- Respondents 50 39.5%
Total 130 100%

Two crucial survey quality factors impacted by survey response rate are bias and statistical accuracy.

The greater the response rate, the more likely it is that the sample would correctly reflect the population and

the results that would have been obtained from the complete population.
4.2.2 Demographic information

This section constitutes of distribution on gender, age and work experience.

4.2.2.1 Distributions of Respondents by Gender

Among the respondents, Gender respondents were particularly crucial in this study as it helps us understand
how job distribution is balanced between the genders. The study established the distribution of gender and
the results are as given in the table below. The results indicated that 56.25% were female while 43.75% were
males.

Table 4.2 Distribution of Respondents by Gender

Gender Frequency Percent

Male 35 43.75
Female 45 56.25
Total 80 100.0

4.2.2.2 Distribution of Respondents by Age

The research determined to know the age of the respondent and the outcomes are as distributed in Table 4.3.

The respondents’ age was put into different reasonable categories which ranged from 18-over 50 years.

Table 4.3 Distribution of Respondents by Age

Age Bracket Frequency Percent

Below 30 years 12 15.0
31-40 years 17 21.25
41-50 years 20 25.0
Above 50 Years 31 38.75
Total 80 100.0
The respondent who had an age above 50 years responded in a higher number and the one’s with an age of

less than 30 years responded in a lower number according to our findings.

4.2.2.3 Distribution of Respondents by Work Experience

Table 4.4 Distribution of Respondents by Work Experience

Years of experience Frequency Percent

0-1 years 15 18.75
1-5 years 17 21.25
5-10 years 13 16.25
10-15 years 23 28.75
Above 15 years 12 15.0
Total 80 100

The table gives the distribution on duration of work. The findings indicate that 16.25% of the respondents

had worked for a period of between 5-10 years, 15.0% had worked in the various departments for a period of

above 15 years, 21.25% worked for a period between 1-5 years and 10-15 years respectively while only

18.75% have worked for less than a year. These findings indicate that the employees under investigation

have worked at the various departments at Africa Nazarene University long enough to comprehend the

operations of the institutions.

4.2.2.4 Distribution of Respondents by Level of Education

Table 4.5 Distribution of Respondents by the Level of Education

Level of Education Frequency Percentage

O Level 12 15.0
Diploma 15 18.75
Bachelor’s 20 25.0
Master’s 17 21.25
Others 10 12.5
Total 80 100

The findings indicate that the respondents with bachelors in different specialization was the highest with a

score of 25.0%, those with Bachelors and Other qualifications like Doctorate tied at 12.5%, the respondents

with only diploma was 18.75% and 15% was recorded from O level thus arguable enough that the target

population was a learned one.

4.2.3 Ethical Decision Making

This section sought to investigate the extent at which ethical decision-making is being employed by the staff

at Africa Nazarene University.

The analysis of this section was done based on a Likert scale of 1 – 5 where Mean = 1 represented strongly

disagreement, mean = 2 is for disagreement, mean = 3 undecided/neutral mean = 4 agree and mean = 5

strongly agree.

Table 1.6 Ethical Decision Making by the Staff at Africa Nazarene University

Variable Strongly Disagree Neutral Agree Strongly Mean Standard

Disagree Agree Deviation
I often make
decisions in my 28.6% 8.6% 5.7% 34.3% 22.9% 3.14 .593
institution.
I usually consult my
colleagues and 22.9% 5.7% 11.4% 37.1% 22.9% 3.31 .491
supervisors when
deciding.
The institution
management
considers the moral 22.9% 5.7% 2.9% 54.3% 14.3% 3.31 .430
outcome of
management
decisions.
I am able to express
your views during 20% 8.6% 2.9% 54.3% 14.3% 3.34 .392
decision making
procedures
I influence the
decisions arrived at 14.3% 22.9% 8.6% 31.4% 22.9% 3.26 .421
by decision making
procedures.

According to the findings in table above, the respondents agreed that they often make decisions in the

institution thus pointing out that this is crucial in promoting the ethical leadership on Business continuity

within the institution and Kenya at large (mean=3.14), respondents agreed that they usually consult their

colleagues and supervisors while making decisions (mean=3.31), respondents agreed that the institution

management always considers the moral outcome of their decisions like the management decisions

(mean=3.31) respondents agreed that they are always able to express their views during decision making
procedures (mean=3.34), and lastly respondents agreed that they influence the decisions arrived at by

decision making procedures (mean=3.26).

Despite the highly score on the influence of ethical decision making on Business continuity as presented by

the data, still other staffs at the various departments of the institution failed to acknowledge this showing

that the ethical decision making on Business continuity on a national scale is still a work in progress.

4.2.4 Ethical Organizational Culture

Table 4.7 Ethical Organizational Culture on Business continuity

Variable Strongly Disagree Neutral Agree Strongly Mean Standard

Disagree Agree Deviation
My institution
is guided by
values of
consistency, 25.7% 8.6% 5.7% 25.7% 34.3% 3.34 .644
adaptability
and effective
communicatio
n system.
My institution
has a culture
that determines 20.0% 11.4% 5.7% 57.1% 5.7% 3.17 .317
how things are
done.
All employees
in my
institution are 20.0% 11.4% 5.7% 48.6% 14.3% 3.26 .400
valued.
My institution
has a set of
principles that
defines who its
employees, 20.0% 5.7% 8.6% 40% 25.7% 3.46 .462
customers and
suppliers and
how to interact
with each
other.
My
organization
has vision,
mission and 8.6% 25.7% 5.5% 25.7% 34.3% 3.34 .644
goals that
guides all the
stakeholders.
From the findings in the table above, the respondents agreed that the institution is guided by values of

consistency, adaptability and effective communication system (mean=3.34),

The respondents also agreed that the institution has a culture that is being duly followed by the staff in the

various departments of Africa Nazarene University thus it determines how things are being done

(mean=3.17), the respondents agreed that all employees are very important at the institution thus all are

being valued (mean=3.26).

The respondents agreed that the institution has a set of principles that defines who its employees, customers

and suppliers and how to interact with each other (mean=3.46), and lastly the respondent agreed that the

organization has a vision, mission and goals that guide all stakeholders (mean=3.34).

4.2.5 The Relationship between Ethical Leadership Behavior and Business continuity.

The effectiveness of this relationship was measured using five metrics: level of productivity of employees,

employee’s commitment, objectives achievement, and performance contracting of employees.

Table 4.8 The Relationship between Ethical Leadership Behavior and Business continuity.

Variable Strongly Disagree Neutral Agree Strongly Mean Standard

Disagree Agree Deviation
The level of
productivity
of employees 20% 22.9% 5.7% 37.1% 14.3% 3.03 .424
in my
organization
is high.
Employees
commit
maximum 28.6% 17.1% 5.7% 31.4% 17.1% 2.91 .541
efforts to their
work.
I am highly
involved in
achieving the 28.6% 17.1% 2.9% 28.6% 22.9% 3.00 .609
objectives of
my
institution.
Employees in
my
organization 31.4% 14.3% 2.9% 34.3% 17.1% 2.91 .579
are guided by
performance
contracting.
The respondents were asked to comment on how they felt the relationship between ethical leadership

behavior and Business continuity affected the leadership performance of the staff in various departments at

Africa Nazarene University based on the table above. The respondents agreed that the level of productivity

of employees in the organization is high thus affecting the overall leadership performance of the staff at the

institution (mean=3.03), the respondents narrowly agreed that employees commit maximum effort to their

work since larger percentage as well disagreed with this (28.6%) providing a (mean of 2.91) as the extent of

this relationship, the respondent agreed on the idea that they are highly involved in achieving the objectives

of the institution thus scoring a high mean (mean=3.00), and finally the respondent disagreed that employees

in the institution are guided by performance contracting thus the result as per the data (mean=2.91), The

study findings was contradicted by Allison& Kaye (2005) conclusions that argued that any relationship

between the ethical leadership and Business continuity include but not limited to only the five mentioned

metrics in an institution.

4.3 Limitations of the Study

While the research project aims to investigate the impact of ethical leadership on Business continuity in

Kenya, several limitations must be considered. Firstly, the study's scope is inherently limited to a single

institution that is the Africa Nazarene University, which may not fully represent the diversity of ethical

leadership and Business continuity across all institutions or organizations in Kenya.

Additionally, the availability and reliability of accurate data within the institution posed challenges,

potentially affecting the accuracy and validity of the study's findings.

Moreover, there is a risk of response bias from participants, particularly because they are employees within

the private entities being studied thus potentially skewing the results (Private institution sometimes to inflict

the fear on employees thus may not provide the real-time data). Time constraints also hindered the depth and

comprehensiveness of the research process, impacting data collection, analysis, and interpretation.

Furthermore, resource limitations, such as financial constraints and access to technology, also restricted the

thoroughness of the study. External factors, such as changes in the institutional policies or economic

conditions, also influenced the leadership performance of private entities but might not be adequately
accounted for in this research. Finally, biases in the selection of participants and the researcher's own

perspectives impacted the generalizability and credibility of the findings. These limitations underscore the

need for caution in interpreting the results and highlight areas for future research to address these

constraints.

4.4 Chapter Summary

The chapter has provided the research findings presenting them in a table format. It has proceeded to

providing the limitations encountered during the research study period. The next chapter which happens to

be the last chapter provides the summary of the research findings, the recommendations to the stakeholders

and conclusions.
 CHAPTER FIVE

SUMMARY, RECOMMENDATIONS AND CONCLUSIONS

5.1 Introduction

This chapter presents out the summary of the findings, recommendations, and conclusions drawn from the

study findings of the previous chapters.

The chapter is therefore structured in three sections. The first section is set to deal with the summary of the

findings in relation to the research objectives and questions. The second section will focus on the

recommendations based on the study thus providing the persons responsible for the implementation of the

recommendations with insights and providing the necessary strategies for achieving the goals as per the

findings of the research.

The third section which finalizes the chapter is the conclusion. It is set to map out the research study right

from the objectives to the findings.

5.2 Summary of Findings

The research on the impacts of ethical leadership on Business continuity at Africa Nazarene University

(ANU) highlighted several key insights. Ethical decision-making emerged as a vital component of ANU's

leadership approach, significantly influencing Business continuity. The majority of respondents indicated

active involvement in decision-making processes within the institution, reflecting a collaborative and

inclusive leadership style. This approach fosters a sense of shared responsibility and engagement among

staff, which is crucial for sustainable operations. Consultation with colleagues and superiors during

decision-making is a common practice at ANU, demonstrating a culture of collective input and moral

consideration. The institution's management consistently takes into account the moral outcomes of their

decisions, ensuring that ethical considerations are central to the decision-making process.

This practice not only enhances trust and transparency but also aligns institutional actions with ethical

standards, thereby promoting long-term sustainability.

The study also revealed a strong ethical organizational culture at ANU, characterized by values such as

consistency, adaptability, and effective communication. This culture determines how tasks are executed,

ensuring a standardized and ethical approach across the institution. Employees feel valued and recognized,

which boosts morale and commitment. The presence of clearly defined principles guiding interactions

among employees, customers, and suppliers further reinforces this ethical culture.

ANU’s vision, mission, and goals are well-communicated and serve as guiding principles for all

stakeholders. This alignment of organizational culture with ethical values ensures that all actions and

decisions are directed towards achieving sustainable outcomes. The ethical organizational culture at ANU

thus plays a critical role in influencing Business continuity by promoting a coherent and value-driven

approach to operations.

Ethical leadership behaviors at ANU have a positive impact on Business continuity. High levels of employee

productivity and commitment were reported, indicating that ethical leadership fosters a motivated and

dedicated workforce.

Employees are actively involved in achieving institutional objectives, which highlights the effectiveness of

ethical leadership in driving engagement and performance. This practice ensures that employees understand

their roles and responsibilities, which contributes to higher performance levels and better alignment with

institutional goals. The behaviors exhibited by leaders at ANU, such as inclusivity, moral consideration, and

active involvement, significantly enhance Business continuity by creating a supportive and ethically driven

work environment.

5.3 Recommendations

The results of this study allow for the following recommendations; Enhancement of Ethical Decision-

Making Processes: ANU should continue to foster an inclusive decision-making environment by

encouraging open dialogue and consultation among staff. Providing training on ethical decision-making and

establishing clear guidelines can further strengthen this practice, ensuring that ethical considerations remain

central to all decisions.

Strengthen Organizational Culture: Maintaining and reinforcing the institution’s core values, principles, and

communication strategies is essential. Regularly revisiting these elements and involving employees in

cultural development initiatives can enhance their sense of belonging and value, further promoting an ethical

organizational culture.

Promotion of Ethical Leadership Development: Investing in leadership development programs that

emphasize ethical behavior and decision-making is crucial. By offering continuous professional

development opportunities, ANU can ensure that its leaders remain committed to ethical practices and are

equipped to inspire their teams effectively.

Implementation of Robust Performance Management Systems: This helps to ensure that ethical leadership

behaviors are consistently practiced, ANU should implement comprehensive performance management

systems. These systems should include regular evaluations, feedback mechanisms, and recognition programs

that reward ethical behavior and high performance, thereby reinforcing the institution's commitment to

Business continuity.

5.4 Areas for further Study

The research study has provided the intensive findings as per the topic through its objectives. Despite this,

certain key areas related to this topic still needs to be further studied for the achievement of the always

research project goals or the significance of carrying out a research project. These areas are but not limited

to only,

Exploration of Ethical Decision-Making Processes: While the questionnaire provided insights into the

perceptions of ethical decision-making, a deeper exploration of the decision-making processes within Africa

Nazarene University (ANU) could provide valuable insights. Qualitative methods such as interviews or

focus groups could be employed to understand the factors influencing decision-making, the challenges

faced, and the strategies used to ensure ethical outcomes. Additionally, examining specific case studies of

ethical dilemmas and decisions made by leaders at ANU could offer a richer understanding of the

complexities involved.
Analysis of Organizational Culture Dynamics: While the questionnaire assessed perceptions of

organizational culture, further study could involve a more in-depth analysis of the dynamics shaping culture

within ANU. This could include examining the alignment between stated values and actual practices,

exploring subcultures within different departments or units, and investigating how cultural norms evolve

over time. Qualitative research methods such as ethnographic observation or narrative analysis could

provide deeper insights into the lived experiences of employees and the cultural nuances within ANU.

Investigation of Leadership Behaviors: The questionnaire touched upon specific behaviors exhibited by

leaders, but further study could delve into the specific leadership behaviors that contribute to Business

continuity at ANU. This could involve conducting surveys or interviews to identify and prioritize key

leadership behaviors perceived as most impactful. Additionally, exploring the role of leadership

development programs in promoting ethical leadership behaviors and their impact on Business continuity

could be an area of interest.

Longitudinal Study of Business continuity: While the questionnaire captured perceptions of Business

continuity, conducting a longitudinal study to track the actual sustainability outcomes over time could

provide valuable insights.

This could involve analyzing key performance indicators related to financial stability, environmental impact,

social responsibility, and stakeholder satisfaction. By examining trends and patterns over an extended

period, researchers could assess the enduring impact of ethical leadership practices on the overall

sustainability of ANU.

Comparison with External Benchmarks: To contextualize the findings within the broader landscape of

higher education in Kenya, comparative studies with other institutions could be conducted. This could

involve benchmarking ANU's ethical leadership practices and Business continuity outcomes against those of

peer institutions or industry standards. By identifying areas of strength and areas for improvement relative to

external benchmarks, researchers could provide actionable insights for enhancing ethical leadership and

sustainability within ANU and the Kenyan higher education sector as a whole.
5. 5 Conclusion

The research on the impacts of ethical leadership on Business continuity at Africa Nazarene University has

demonstrated a strong correlation between ethical leadership practices and sustainable business operations.

Ethical decision-making, a robust organizational culture, and ethical leadership behaviors significantly

contribute to the university's sustainability.

By fostering an environment where ethical practices are the norm, ANU enhances its internal operations and

sets a standard for the broader higher education sector in Kenya.

The findings suggest that continued focus on ethical leadership can further strengthen Business continuity at

ANU. The recommendations provided aim to build on existing strengths and address areas for improvement,

ensuring that ethical leadership remains a cornerstone of the university's strategic initiatives. Ultimately, this

research contributes to the growing body of knowledge on the impact of ethical leadership on Business

continuity, offering valuable insights for other institutions in similar contexts.