Leadership Styles and Employees’ Performance in Selected Public Universities in Kenya
Loading...
Date
2025-04
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Kenyatta University
Abstract
Public universities in Kenya faces challenges in managing its diverse workforce in aligning diversity practices with the unique organizational goals, training management, management of ethnic and cultural differences and lack of proper management of generational and age differences of its workforce. Consequently, it is imperative that HRM comprehend how its leadership styles and what moves them in order to improve their performance. This1research sought to investigate the influence of1leadership styles1on employee1performance in selected public Universities in Kenya. The precise1objectives1of this1research were to examine the influence of democratic leadership style, autocratic leadership style, transformational leadership1style and1transactional leadership1style1on1employees’ performance1in public Universities in Kenya. The research was underpinned on RBV theory, human capital theory and contingency theory. This research employed a1descriptive1research1design. The unit of analysis was four selected public universities in Kenya which include; UoN, TUK, KU and Cooperative University of Kenya with a total of 7027 non-academic staff. The unit of observation was 378 non-academic staff. The study utilized a stratified sampling and simple random techniques to selected sample. To1gather primary1data1for the research, semi-structured1questionnaires1were utilized. The research made use of primary data that was gathered from respondents via semi-structured: secondary data came from papers, journals, and websites; The mean1and1standard1deviation of descriptive statistics was utilised to analyse quantitative data. Multiple analysis and1correlation analysis were1employed1in1inferential statistics1to ascertain the link1between1independent and1dependent1variables. Regression analysis was performed to ascertain the correlation between1the independent1and dependent1variables. SPSS software was applied to1code, clean, and1analyse1the1data. Data was displayed using tables and figures. The research found that1democratic1leadership1style, autocratic1leadership1style, transformational leadership style and transactional leadership1style1had a1positive significant influence1on employees’ performance1in public1Universities in1Kenya. The research concludes that Democratic leaders promote and foster a culture of creativity and are flexible in embracing innovative ideas and adapting to changes in current systems. An autocratic leadership style is effective in situations that need a high degree of expertise and understanding. Transformational leadership is centered on improving employee engagement, hence nurturing productivity and aiding team members to accomplish their objectives. Transactional leadership fosters a perception of equity since feedback is impartial and grounded on objective measurements, rather than subjective judgments or emotions of a manager. The study recommends that institution's leadership should promote participation, since the democratic leadership style relies on the active involvement of every team member. Therefore, it is crucial to ensure that everyone feels at ease with the process. Managers should exercise caution when deciding to utilize autocratic leadership styles since it might potentially diminish workers' well-being. Leaders using a transformational leadership style may inspire people via the use of external incentives, like as bonuses or recognition, as well as internal motivators. Transactional leaders should demonstrate empathy and strive to consider each scenario from several viewpoints.
Description
A Research Project1submitted1to the School1of Business, Economics1and Tourism In1partial Fulfilment1of the Requirements1for the Award of Master1of Business Administration1 (Human1resource1management) of Kenyatta, University, April, 2025
Supervisor:
1.Stephen Muathe