Leadership Empathy and Employee Retention in Health Sector NGOs in Kenya

Susan Kamenwa-Waweru; Mary Kamara; Alexander Kyule; James Gitari

doi:10.37284/ijar.7.1.2305

Susan Kamenwa-Waweru Jomo Kenyatta University of Agriculture and Technology
Mary Kamara, PhD Jomo Kenyatta University of Agriculture and Technology
Alexander Kyule, PhD Jomo Kenyatta University of Agriculture and Technology
James Gitari, PhD Jomo Kenyatta University of Agriculture and Technology

DOI: https://doi.org/10.37284/ijar.7.1.2305

Keywords: Employee Retention, Leadership Empathy, Bar-On’s EI Competencies Model, Organizational Culture

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Abstract

Employee turnover undermines the achievement of organizational goals. Retaining talented employees is a significant challenge for many health sector non-governmental organizations (NGOs), and it threatens their sustainability. Previous studies have been conducted to determine the causes of employee turnover in Kenya; however, there is inadequate empirical evidence regarding the correlation between emotional intelligence competencies and employee retention. This study aimed to determine the impact of leadership empathy on employee retention in health sector NGOs in Kenya. The study was conducted based on Bar-On’s Emotional Intelligence Competencies Model. Positivism was the philosophical foundation of this descriptive design study. The analysis unit included 30 health sector NGOs in Kenya, while the observation unit included 1,500 management-level employees. The Yamane formula was used to determine the study sample size, which consisted of 316 respondents. A stratified random sampling technique was implemented to determine the sample. A semi-structured questionnaire was used to collect the study data. Statistical Package for the Social Sciences software (version 26) was used for data analysis, where descriptive and inferential statistics were computed. The findings are presented in tables and figures and prose form. We found a positive influence, indicating that increased empathy enhanced employee retention. Therefore, we concluded that leadership empathy is positively and significantly correlated with employee retention in health sector NGOs in Kenya. Managers and supervisors in health sector NGOs should receive training and development programs to enhance their empathy skills. Additionally, health sector NGOs should provide workshops, seminars, and coaching sessions that emphasize developing leadership empathy skills through active listening, perspective-taking, and genuine concern for others

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