The Impact of Transactional Leadership on the Performance of Employees in Kenya: The Case of Mumias Sugar Company
Kerario, Naomy Bhoke
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Trarisactional leadership as viewed by Kunhert (1994) involves leaders exchanging things of Value with subordinates to advance their own as well as their subordinates' agenda. Their level of influence stands as long as subordinates do what the leader wants. It, therefore, goes without say that this form of leadership does not individualize the needs of subordinates nor focus on their personal development. This study aims at showing the impacts that this form of leadership has on the employees of an organization in terms of their performance rate. Its main objective is to assess whether rewards and sanctions are in any way tied to performance and to assess the extent to which a superior's intervention before and after a problem occurs affects performance. It will be a representative study in design with a cross sectional component whereby all relevant parties will be involved. The study population will be specific employees of Mumias Sugar Company selected for the study. The employees will be those that will have been on permanent employment for a period of not less than 3 years, this is because in three years it is assumed that an employee has been able to fit into the organization's systems and culture. Questionnaires will be used to collect relevant data. A minimum sample of 200 employees randomly selected will participate. A systematic sampling method will be used to select the employees for data collection. The employees selected will be interviewed by use of a questionnaire during their normal working hours. The data collected will then be analyzed using SPSS computer software then a report will be written and presented in form of text, tables and figures. All important and necessary ethical issues will be taken into consideration and strictly observed.