Employees’ Performance in Selected Public Universities in Kenya: The Paradoxical Effects of the Leadership Styles
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Date
2024
Journal Title
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Publisher
INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH IN BUSINESS AND SOCIAL SCIENCES
Abstract
public universities in Kenya face significant challenges in managing a diverse workforce. These
challenges include aligning diversity practices with organizational goals, managing ethnic and
cultural differences, and addressing generational and age differences. Understanding the
impact of leadership styles on employee performance is crucial for improving organizational
effectiveness. This research investigated the effect of various leadership styles on employee
performance in selected public universities in Kenya, focusing on democratic, autocratic,
transformational, and transactional leadership styles. The research was based on the
Resource-Based View (RBV) theory, human capital theory, and contingency theory. A
descriptive research design was employed, targeting four public universities with a total
workforce of 7027 non-academic staff. However, a sample of 378 non-academic staff was
selected using stratified and simple random sampling techniques. Data was collected using
questionnaires and analyzed using mean and standard deviation for descriptive statistics, and
multiple regression and correlation analysis for inferential statistics. The findings indicated
that all four leadership styles positively and significantly influenced employee performance in
the selected public universities. Specifically, democratic leadership was found to foster a
culture of creativity and flexibility, allowing for the adaptation of innovative ideas and
changes. Autocratic leadership was effective in situations requiring high expertise and
understanding. Transformational leadership improved employee engagement, productivity,
and goal achievement. Transactional leadership promoted fairness, as feedback was based
on objective measures rather than subjective judgments. The study concluded that different
leadership styles have distinct impacts on employee performance. Democratic leaders should
encourage active participation, ensuring all team members feel comfortable with the process.
Caution is advised when using autocratic leadership to avoid diminishing worker well-being.
Transformational leaders can motivate employees through both external incentives and
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Research Article
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Citation
Ngigi, E. W., & Muathe, S. M. (2024). Employees’ performance in selected public universities in Kenya: The paradoxical effects of the leadership styles. International Journal of Academic Research in Business and Social Sciences, 14(6).