Influence of Supportive Management on Performance of Non- Governmental Organizations in Addis Ababa City, Ethiopia

Abstract

Purpose: To evaluate the influence of supportive management on the performance of non-governmental organizations in Addis Ababa City, Ethiopia. Methodology: The research adopted a descriptive survey design and was conducted among 57 NGOs functioning within Addis Ababa. These organizations employed a total of 1,030 staff members, who were stratified by job function into categories including program managers, project coordinators, technical officers, operations personnel, and administrative staff. Using stratified random sampling, respondents were selected to ensure balanced representation across these functional areas. Data were collected using a structured questionnaire, The finalized data were cleaned, coded, and analyzed using SPSS Version 25. Descriptive statistics such as frequencies, percentages, and means were employed. Furthermore, multiple regression analysis was conducted to evaluate the influence of supportive management on organizational performance. Results: The findings revealed a statistically significant and positive association between supportive management practices and NGO performance in Addis Ababa. A Pearson correlation coefficient (r) of 0.495 indicated a moderate positive relationship between supportive management and organizational performance. The coefficient of determination (R2) was 0.245, implying that 24.5% of the variation in NGO performance could be explained by supportive management practices. The regression coefficient (B = 0.591) indicated that for every one-unit improvement in supportive management, NGO performance increased by 0.591 units. The regression model was statistically significant, with an F-value of 74.820 and a p-value below 0.05, underscoring the predictive relevance of supportive management (Creswell & Creswell, 2018). Unique Contribution to Theory, Policy, and Practice: From a theoretical perspective, the findings reinforce the relevance of Leader-Member Exchange (LMX) Theory. The study affirms that high-quality leader-member relationships marked by mutual trust, individualized support, and open communication lead to improved employee engagement, collaboration, and overall organizational performance. From a policy standpoint, the study highlights the need for NGO regulatory bodies and institutional leadership in Ethiopia to incorporate supportive management as a central component of capacity development frameworks. In practice, the study underscores the necessity for NGO leaders to cultivate supportive organizational cultures that prioritize empathy, accessibility, and employee development.