Effects of Leadership Styles on Employee Performance: Case of Technical University of Kenya
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Date
2019
Authors
Otieno, Benard Nashon
Njoroge, Jane G
Journal Title
Journal ISSN
Volume Title
Publisher
Contemporary Research Center (CRC)
Abstract
The Kenyan University system has been troubled with a myriad of challenges which have seen
the national universities ranked poorly worldwide due to inappropriate leadership and administrative
directives at the universities thus there was exigent need to carry out investigation into the
leadership styles that prevalently affects employee performance in the universities. Therefore, the
key object of the study was to establish the effects of leadership styles on performance of employees
with reference to the Technical University of Kenya (TUK). This study was conducted based on
three theories, the goal setting theory, situational contingency theory and the Transformational and
Transactional theory. A population of 185 respondents from administrative, technical, teaching and
support staff at the Technical University of Kenya was sampled by stratified random sampling
technique to ensure objectivity and reduce biases. The primary data from the respondents was
collected by use questionnaire through descriptive research design. SPSS was employed for data
analysis to derive indices to test and ascertain the postulated connection linking the independent
variable to the dependent variable. The results obtained from this noble study were judged against
the findings of the previous studies to give empirical basis of much needed intellectual references of
the research stance. The leadership styles under study were measured using the Multi factor
Leadership Questionnaire (MLQ) developed by Avolio and Bass (1995). To fit the context of the
study, the MLQ was modified. Yousef (2000) scale was used to measure employee performance.
Descriptive and inferential statistical techniques were used for data analysis. The findings showed
that the most exhibited style at TUK is transformational leadership followed by the transactional
leadership style and laissez-faire with autocratic being the least used. Employee performance is
above average.
Description
Article
Keywords
Autocratic Leadership style, Employee Performance, Laisses faire, Leadership style, Transactional Leadership style, Transformative Leadership style, University
Citation
Otieno, B. N., & Njoroge, J. G. (2019). Effects of leadership styles on employee performance: Case of Technical University of Kenya. International Journal of Education and Research, 7(6), 115-132.