Founder members’ leadership, resource mobilization, monitoring and evaluation roles and the performance of Non-Governmental Organizations in Kampala District: The case of Rubaga Division
Kawongolo, Mudondo Monica
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This study was carried out to establish the relationship between founder members’ leadership, resource mobilisation and monitoring and evaluation roles and the performance of non-governmental organizations in a correlation research design. The main objectives of this study were to: Establish the relationship between the leadership role played by founder members and the performance of Non Governmental Organisations (NGOs) in Rubaga Division; Find out the relationship between resource mobilisation role played by founder members and the performance of NGOs in Rubaga Division; and Establish the relationship between monitoring and evaluation role played by founder members and the performance of NGOs in Rubaga Division. This study was carried out in a total of 40 selected NGOs and a total of 240 respondents including founder members, executive directors, programme officers and field officers who work in various NGOs found in Rubaga Division, Kampala District participated in it. Purposive and random sampling techniques were used to select the respondents. Interview guides and questionnaires were used to collect data from the respondents. Content analysis and descriptive techniques were used to analyse the data that was collected during the study. It was found out that leadership, resource mobilisation plus monitoring and evaluation roles of founder members all had significant positive influence on the performance of NGOs in Rubaga Division. It was concluded that Founder Members were influential in the management of many NGOs. The Founder Members motivate and inspire organisation employees and resource mobilisation depended on them. It was recommended that founder members should attain leadership skills, train in resource mobilization and also work hand in hand with other experts in monitoring and evaluation of their organizations. In instances where the Founder Members were seen to be usurping the powers and roles of the executive directors in the organizations, it was recommended that clear job descriptions be made to ensure harmony in the execution of duty by both parties to avoid rendering the executives inactive.