Strategic Implementation within Non-governmental Organizations' Projects for Social Transformation in Dungu Sub-County, Democratic Republic of Congo

Abstract

Strategic implementation within non-governmental organization projects is some of the main activities implemented in Dungu Sub-County to assist the displaced victims of the Lord's Resistance Army's civil wars. However, the implementation of these projects has ignored the need to advance good education, human dignity, food security, health-care and income generation. This study sought to: assess the influence of NGO project leadership; and NGO project resources on social transformation in Dungu Sub-County, Democratic Republic of Congo. This research was anchored on transformational leadership theory and Barney's resource-based view theory. The study used a descriptive research design. The target population comprised 1600 employees working in the registered NGOs, key informants from community leaders, church leaders, and representatives of the displaced victims. The Nassiuma scientific formula was used to get the sample size of 197 respondents. The study used stratified, simple random sampling and purposive sampling. Data were analyzed through descriptive and inferential statistics, using SPSS version 25. The study found that NGO employees had a clear vision to implement strategies for better outcomes to a low extent, and there was moderation in the NGOs' recruitment and training of employees. The study concluded that there was a positive correlation between strategy implementation of NGOs projects on social transformation. Therefore, the study recommends that the NGOs' leaders have a clear vision of the projects and should recruit and train enough employees to participate in the projects' strategic implementation for social transformation.