RELATIONSHIP BETWEEN LEADERSHIP PRACTICES AND PERFORMANCE OF CHARTERED UNIVERSITIES IN KENYA
Abstract
Purpose of the study: This study aimed at establishing the relationship between leadership practices and performance of chartered universities in Kenya.
Statement of the problem:
Effective leadership practices are essential cornerstone to ensure university performance while sustaining the university's competitive advantage in the unpredictable aggressive marketplace. However, studies show that many universities in Kenya have failed to implement well-thought-out good leadership and performance practices.
Research methodology: The study adopted a positivist research philosophy and a cross-sectional design. The target population was 49 chartered universities operating in Kenya. Data was collected from academic registrars, persons in charge of human resources, finance, quality assurance and student chairpersons. Primary data was collected using a survey questionnaire combining closed-ended and open-ended questions distributed to 4 employees from the university management and 1 student chair as respondents. Data were analyzed using descriptive and regression analysis.
Results of the study: The correlation results indicated a positive and significant association between leadership practices and performance (r=.855; sig=.000). The null hypothesis was rejected while the alternative hypothesis was accepted. Hence, a strong and statistically significant relationship between leadership practices and performance of chartered universities in Kenya exists.
Conclusion: The findings are useful to the leadership of Kenyan universities in the formulation of strategies for improving performance. The results of this study may serve as a basis for university leaders to assess their leadership strengths and weaknesses and would use the findings to become more effective university leaders.
Recommendations: The study recommends that chartered universities in Kenya should take into account all the various dimensions of leadership practices for a better performance.
Keywords: Leadership practices, performance, Chartered Universities, Kenya
References
Akomolafe, C., & Ibijola, E. (2014). Employee and students' perception of students’ participation in university governance in Ekiti and Ondo States, Nigeria. International Journal of Learning and Development, 4(2), 73-81.
Alhadid, A.Y. (2016). The Relationship between Leadership Practices and Organizational Performance. International Journal of Business Administration, 7(3), 57-61. http://dx.doi.org/10.5430/ijba.v7n3p57
Bass, B. M. (1998). Transformational Leadership. Lawrence Erlbaum Associates, Inc.
Bass, B. M. (2012). The ethics of transformational leadership, KLSP: Transformational Leadership. Working Papers.
Bass, B. M., & Avolio, B. (1994). Improving organizational effectiveness
Bass, B.M. (1985). Leadership and Performance Beyond Expectations. Free Press.
Bass, S. & Avolio, R. (1994). Improving Organizational Effectiveness through Transformational Leadership. London: SAGE Publications
Bates, S. (2008). Motivate Like a CEO: Communicate Your Strategic Vision and Inspire People to Act! McGraw-Hill Professional.
Bhatti, M.A., Battour, M.M., & Ismail, A.R. (2013). Expatriates’ adjustment and job performance: An examination of individual and organizational factors. International Journal of Productivity and Performance Management, 62(7), 694-717. DOI 10.1108/IJPPM-12-2012-0132
Burns, J.M. (1978). Leadership. Harper & Row.
CUE. (2018). State of University Education in Kenya. Government Printers.
doi: 10.11648/j.edu.20130202.13
Endrissat, N. (2013). Leadership practices and context: Two sides of the same coin. Leadership, 9(2), 278–304. http:// DOI: 10.1177/1742715012468786
Ghosh, P., Chauhan, R. & Rai, A. (2015). Supervisor support in transfer of training: Looking back at past research. Industrial and Commercial Training, 47(4), 201–7. managerial applications (4th ed.). Free Press.
Maxwell, J.C. (2018). Developing the leader within you 2.0 workbook. Thomas Nelson.
Mbithi, A.M., K’Obonyo, P.O., & Awino, Z.B. (2016). Transformational leadership, employee outcomes, and performance of universities in Kenya. DBA Africa Management Review, 6(2), 1-20. http://journals.uonbi.ac.ke/damr
Mugenda, O.M., & Mugenda, A.G. (2013). Research Methods: Quantitative and Qualitative Approaches. Acts Press.
Mulili, B. M. (2014). Corporate governance in Kenya’s public universities. Journal of Applied Research in Higher Education, 6(2), 342 – 357. http://dx.doi.org/10.1108/JARHE-02-2013-0008
Mulinge, M.M., Arasa, J.N., & Wawire, V. (2017). The Status of Student Involvement in University Governance in Kenya: The Case of Public and Private Universities. CODESRIA.
Mwiria, K., & Ng’ethe, N. (2006). Public university reform in Kenya: Mapping the key changes of the last decade. East Africa Educational Publishers.
Northouse, G. P. (2016). Leadership: Theory and practice (7th ed.). Sage.
Ogaja, C. K., & Kimiti, G. K. (2016). Influence of strategic leadership on implementation of tactical decisions in public universities in Kenya. International Journal of Science and Research (IJSR), 5(1), 681-89.
Okeyo, W. O. (2017). Student unrest in public universities in Kenya: The nexus between principles of governance and student leadership. European Scientific Journal, 13(31), 159-184. Doi: 10.19044/esj. 2017.v13n31p159
Sandbakken, D.A. (2006). Leadership Practices and Organizational Performance - a Norwegian study. EDAMBA Journal, 1-16.
Subrahmanyam, A., & Shekhar, B. R. (2017). Where do you find loyalty in the contemporary university scene? Journal of Applied Research in Higher Education, 9(3), 378-393.
Tyssen, A.K., Wald, A., & Heidenreich, S. (2014). Leadership in the Context of Temporary Organizations: A Study on the Effects of Transactional and Transformational Leadership on Followers’ Commitment in Projects. Journal of Leadership & Organizational Studies, 21(4), 376 –393.
Wanzala, W. (2013). Quest for Quality and Relevant Higher Education, Training and Learning in Kenya: An Overview. Education Journal, 2(2), 36-49.
