This research study examined the inefficiencies of leadership and management about the toxic triangle and its impact on the operations of Community Based Organisations (CBOs) and Refugee Led Organisations (RLOs) in Turkana. The study's objectives were to (i) define leadership, followers, and business environments of community-managed organisations in Turkana, (ii) evaluate how these organisations address elements of the toxic triangle, (iii) determine the extent to which organisational theory elements are utilised in their management, and (iv) assess the degree to which employee motivation and engagement are incorporated into the operations of CBOs and RLOs in Turkana. 10 organisations, comprising 5 CommunityBased Organisations (CBOs) and 5 Refugee Led Organisations (RLOs), along with 63 staff members and managers, were selected at random. The study revealed that the leadership and management competencies of managers in chosen organisations were constrained, as the majority possessed just technical abilities. The components of the toxic triangle and detrimental work environments are apparent among the surveyed CBOs and RLOs, attributed to insufficient organisational capabilities to motivate and engage personnel, absence of structured leadership and management systems, and inadequate resources to finance operations, including human resource development. The study emphasizes the need for investments in human resources to develop productive, competitive, and resilient employees. Key elements of employee motivation include commitment, connection, organizational culture, and communication. Enforcing these elements improves performance, promotes a pleasant work environment, and helps organizations achieve their goals. Managers and leaders play a crucial role in maintaining operational efficiency, while ethics in business delivery instills good morals. Training and open-door policies promote communication and adaptability.