Application of the Commitment Anchoring Model (CAM) to Leadership Development and Team Resilience in Selected NGOs in Tanzania

Abstract

This study examined the application of the Commitment Anchoring Model (CAM) in explaining leadership development and team resilience within selected non-governmental organisations (NGOs) in Tanzania. A convergent mixed-methods design was employed, involving 102 participants from four NGOs. Quantitative data were analysed using descriptive statistics, correlation, regression, and mediation analyses, while qualitative data from interviews and focus group discussions were analysed thematically. The findings revealed that Commitment Anchoring significantly predicts Leadership Development (β = 0.65, p < 0.001) and Team Resilience (β = 0.58, p < 0.001). Leadership Development also had a significant positive effect on Team Resilience (β = 0.70, p < 0.001) and partially mediated the relationship between Commitment Anchoring and Team Resilience. Qualitative findings corroborated these results, showing that value alignment, emotional engagement, organisational attachment, and purposeful action strengthen leadership effectiveness and enhance team adaptability. The study provides empirical support for the applicability of CAM in NGO settings and contributes to leadership and organisational resilience literature by demonstrating how commitment can be translated into resilient leadership and sustainable team performance. The findings offer practical insights for strengthening leadership capacity and organisational resilience in NGOs operating in dynamic environments.