LEADERSHIP STRUCTURES AND SECURITY MANAGEMENT IN PUBLIC UNIVERSITIES IN NAIROBI COUNTY, KENYA
Keywords:
leadership structure, security management, public universities, KenyaAbstract
Purpose of study: This study examined the influence of leadership structure on security management in public universities in Nairobi County, Kenya. Specifically, it assessed whether authority, coordination, and commitment within university leadership structures were associated with effective physical security, cybersecurity, and emergency preparedness across selected public universities.
Methodology: A descriptive cross-sectional design was employed across six public universities in Nairobi County and the wider metropolitan area. Data were collected from 90 respondents using structured questionnaires and stratified purposive sampling. Descriptive statistics, Pearson correlation, and simple linear regression were used to analyse relationships and test the study hypothesis.
Findings: The findings indicated that leadership structure and security management received moderately positive ratings, with mean scores of 3.50 and 3.59, respectively. Pearson correlation analysis showed a statistically significant but weak positive relationship between leadership structure and security management (r = .211, p < .05). However, regression analysis demonstrated that leadership structure did not significantly predict security management (β = -.008, SE = .074, t = -.11, p = .910). Consequently, the null hypothesis was not rejected. The findings suggest that leadership structure alone does not sufficiently explain variations in security management across the universities studied.
Conclusion: The study concludes that leadership structure is associated with security management but does not independently predict security outcomes. Effective security requires leadership structures to be translated into institutionalised practices, coordinated operations, adequate resources, and sustained commitment to physical security, cybersecurity, and emergency preparedness.
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Copyright (c) 2026 Erick Ouma Okeyo, Dr. Paul Gesimba, PhD, Dr. Charity Wangui Maina, PhD
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