Leadership Support and Organizational Performance in Humanitarian International Non-Governmental Organizations under Funding Volatility: Evidence from South Sudan

Abstract

This study examines how leadership support shapes organizational performance in a humanitarian international non-governmental organization operating in a fragile, conflict-affected setting during acute funding volatility. Drawing on Dynamic Capabilities Theory, the study conceptualizes leadership support as an organizational mechanism through which emerging threats are interpreted, communicated, and translated into coordinated responses A concurrent mixed-methods, cross-sectional research design was employed at Save the Children International (SCI) in Akobo County, South Sudan. The study targeted a population of 200 participants, from whom a sample of 127 respondents was selected to participate in the quantitative component of the study. Complemented by semi-structured interviews with 17 purposively selected key informants. Quantitative data were analysed using descriptive statistics, Pearson correlation and linear regression, while qualitative data were subjected to thematic analysis. Leadership support was strongly and positively associated with organizational performance (r = 0.672, p < 0.01). The regression model explained 45.2% of the variance in performance (R² = 0.452), and leadership support was a statistically significant predictor (B = 0.312, standardized β = 0.672, p < 0.001). Vision communication received the highest leadership rating (M = 3.82), whereas transparency in resource-allocation decisions was rated lowest (M = 3.38). Qualitative evidence showed that honest communication, staff wellbeing, and procedural fairness were central to maintaining trust and operational continuity during funding cuts. The study extends DCT to humanitarian organizations in fragile states and proposes “ethical sensing” as a refinement of the sensing micro-foundation: the transparent, procedurally fair, and morally legitimate interpretation and communication of environmental threats and organizational responses. The findings indicate that leadership effectiveness under severe resource constraints depends not only on strategic direction, but also on the perceived fairness and legitimacy of difficult allocation decisions.