Transformational Leadership Style and Public Participation in the County Governments in Kenya

Njiiri, Paul Karanja; Were, Susan; Muturi, Willy

doi:10.34257/gjmbravol21is2pg21

Cited by 3 publications

(3 citation statements)

References 11 publications

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“…Participants agreed that leaders should delegate tasks to employees arguing that the practice strengthened their team relationships, enabled them to develop new skills and capabilities and increased trust in the team leader. As observed by Njiiri et al (2021), leader-team trusts as key to strengthening team capabilities and commitment towards team goals. Northouse (2019) stated that delegation and valuing member input in organizations were essential management skills that allowed leaders to ~ 155 ~ develop individual and collective team capabilities to improve team productivity and efficiency.…”

Section: Discussionmentioning

confidence: 90%

“…Research has argued that maintaining attention and listening to employees influences credibility and trust and stimulates commitment to team goals. In Njiiri et al (2021) it was suggested that empowering employees involved entrusting power to them, paying attention to their needs and performance, and affective listening to their ideas, opinions and solutions to problems. Further, this is linked to team performance.…”

Section: Introductionmentioning

confidence: 99%

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Human Resource Exchange on Team Performance in Non-Governmental Agricultural Organizations in Kenya

Nyongesa,

Ouma,

Okech

2023

TUJ

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This study examined the influence of human resource exchange on team performance in non-governmental in Kenya. This study adopted convergent mixed method research design which integrates quantitative and qualitative data. The study population included 792 employees in agricultural NGOs in Kenya. Stratified random sampling was used to select 266 respondents. This study used questionnaires as the primary tool of data collection. In addition, interview guides were used to collect qualitative data. Data was analyzed at two levels namely, quantitative data analysis and qualitative data analysis. Results show an R square of 0.215 implying that human resource exchnage in terms of support, attention, delegation, and mentorship accounts for 21.5% of team performance in Agricultural NGOs. The t-statistics results was 7.566 and significant (p<0.05), which shows that human resource exchange has a statistically significant influence on team performance in non-governmental agricultural organizations which means that reflect the strong bonds of trust and collaboration among team members. This study concluded that human resource has a statistically significant influence on team performance. Thus, developing unified, balanced exchanges fosters strong in-group and out-group relationships that benefit the team through increased cohesion, collaboration and job satisfaction.

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Section: Discussionmentioning

confidence: 90%

Section: Introductionmentioning

confidence: 99%

Human Resource Exchange on Team Performance in Non-Governmental Agricultural Organizations in Kenya

Nyongesa,

Ouma,

Okech

2023

TUJ

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“…This leadership style is also considered to be effective in empowering individuals who are given opportunity of performing their duties in an autonomous way thus enhancing learning and inspiration that assist followers in stimulating organizational performance (Rawashdeh et al, 2020). According to Njiiri et al (2021), transformational leadership is composed of four main elements which include idealized influence or the charisma, inspirational motivation, intellectual stimulation and individualized consideration. All the four elements individually or combined do influence level of performance whether at individual or organizational level.…”

Section: Transformational Leadershipmentioning

confidence: 99%

Mediating Role of Collaboration on Transformational Leadership and Performance Contracts in Road Agencies in Kenya.

Githui,

Ragui,

Nyakundi

2024

HRLJ

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Purpose: Type of leadership that can be considered effective, in the current set of environments would demand collaboration, listening skills, influence, and flexible adaptation to the existing environment in contrary to command and control systems in organizations. This study investigated the mediating role of collaboration to the relationship between transformational leadership and performance contracting in road agencies in Kenya. Operationalization of variables included transformational leadership as independent variable, performance contracting as the dependent variable and collaboration as the mediating variable. This study was guided by theories of transformational leadership and public value. Methodology: The study adopted mixed methods approach where data was collected through questionnaires and structured interviews and target population for the research was all staff members in top management and officers in job group 5 (five) and above for three road agencies in Kenya. The road agencies included Kenya National Highway Authority (KeNHA), Kenya Urban Roads Authority (KURA) and Kenya Rural Roads Authority (KeRRA). The study utilized descriptive and inferential statistics used data analysis where regression was computed to determine correlations between independent, mediating and dependent variables. Findings: From the study findings and results, the relationship between transformational leadership and performance contracting in road agencies in Kenya was noted to be partially mediated by collaboration as p value was (p< 0.05). Collaboration was therefore noted as a very important component in an organization as employees are able to achieve their performance targets with ease as different sections and individuals support each in the process of performance contracting in road agencies in Kenya. This study recommends to policy makers in road agencies in Kenya to create a conducive environment of collaboration and teamwork as the same would enhance both individual and collective performance which ultimately influence levels of achievement of set targets in performance contracts in these organization. Unique contributor to theory, policy and practice: This study recommends further areas of research in general or overall performance of road agencies in Kenya and teamwork building processes, role of leadership in teamwork and in achieving individual and organizational performance.

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Review of Empirical Research on Transformational Leadership and Organizational Performance of Local Government

Siswadhi,

Widyastuti,

Sawitri

et al. 2024

ijjm

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This review aims to present a systematic review of empirical research on transformational leadership (TL) and local government performance (LGP) to synthesize the fragmented knowledge and propose a unifying framework for future research. This research adopts a systematic literature review methodology. A total of 22 articles were reviewed after being filtered from 59 articles found through an exhaustive search of online databases: Scopus, Emerald Insight, Science Direct, JSTOR, Taylor and Francis, and Google Scholar. Inclusion criteria were peer-reviewed empirical studies published in English from 2012 to 2024. Exclusion criteria were articles that did not provide empirical results on the relationship between TL and LGP and were published older than 2012. A matrix table was developed to extract and organize information from the articles. The findings revealed three main vital themes. First, general organizational performance is the background most studied in the TL-LGP. Second, almost all studies use quantitative methods to analyze the data collected. Third, in general, the empirical results reported the influence of TL on LGP. A lot of background context still needs to be studied, and qualitative and mixed-method methods will be challenging for future research.

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Transformational Leadership Style and Public Participation in the County Governments in Kenya

Cited by 3 publications

References 11 publications

Human Resource Exchange on Team Performance in Non-Governmental Agricultural Organizations in Kenya

Human Resource Exchange on Team Performance in Non-Governmental Agricultural Organizations in Kenya

Mediating Role of Collaboration on Transformational Leadership and Performance Contracts in Road Agencies in Kenya.

Review of Empirical Research on Transformational Leadership and Organizational Performance of Local Government

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