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dc.contributor.authorGacheru, Regina
dc.date.accessioned2012-03-26T13:31:22Z
dc.date.available2012-03-26T13:31:22Z
dc.date.issued2012-03-26
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/3516
dc.descriptionDepartment of Business Administration,66p.LB 2831.976 K4G3 2010
dc.description.abstractThe purpose of the study was to find out the impact of transformational leadership on job performance of secondary school teachers in Nairobi West District. The objectives of the study were to determine the leadership styles of secondary school principals in Nairobi West District; determine the relationship transformational leadership has with teachers' performance; examine the relationship between transformational leadership and job satisfaction; and determine other factors that affect job performance of teachers. The study used a correlation design to determine the leadership styles employed by secondary school principals and their influence on teachers' job performance. The study was carried out in secondary schools in Nairobi West District, which is one of the three districts within Nairobi province, the others being Nairobi North and Nairobi East Districts. There were 52 secondary schools in Nairobi province, with Nairobi West District having 23. The target population consisted of all the principals and teachers from the 23 public secondary schools in Nairobi West District. The researcher used stratified random sampling to select 12 principals from the 23 secondary schools in Nairobi West. Ten teachers were randomly selected, therefore, the study sample comprised of 12 principals and 120. teachers out of whom 10 principals and 100 teachers participated. Frequency counts, means and percentages were used in data analysis. Cross-tabulations were used to determine the relationship between transformational leadership and selfappraised performance of the teachers. The study established that most of the principals in secondary schools in Nairobi West district engage in transformational leadership. Majority of the principals (70%) and teachers (62%) were of the view that the principals often engaged in transformational leadership. Majority (62.0%) of the teachers were found to be effective in their job performance. As a result of engaging in transformational leadership, teachers' job performance and job satisfaction was enhanced. The study leads to the conclusion that transformational leadership promotes job satisfaction and job performance of employees. The study recommends that managers should adopt transformational leadership to promote job performance and satisfaction of employees.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.language.isoenen_US
dc.subjectHigh School principals --Kenyaen_US
dc.titleImpact of transformational leadership on performance of teachers in secondary schools in Nairobi West districten_US
dc.typeThesisen_US


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