Influence of Self-Management on Organizational Performance of Universities in Kenya: A Literature Review Synthesis

Abstract

This article critically examines the influence of self-management on organizational performance within Kenyan universities. Drawing from a systematic literature review, the paper employed a structured methodology to identify, select, and synthesize peer-reviewed studies, policy documents, and institutional reports relevant to the nexus between self-management and performance. The analysis is organized around key thematic areas—organizational effectiveness, decision-making efficiency, conflict resolution, innovation, and institutional resilience—providing a coherent and critically reflective framework. The study identifies emerging trends and key findings from the literature, including the growing recognition of self-management as a strategic leadership competency that enhances staff autonomy, accountability, and adaptability in dynamic university environments. Furthermore, the paper discusses gaps in current practices and offers implications for future research. It concludes with actionable recommendations for stakeholders—including policymakers, university councils, management teams, HR departments, development partners, and student leaders—to embed self-management competencies within leadership development programs, governance structures, and performance measurement systems to foster long-term institutional growth and effectiveness.