TRANSFORMATIONAL LEADERSHIP AND STAFF TRAINING KEY TO STATE CORPORATIONS GROWTH

  • Ben Getange Management University of Africa
  • Thomas Ndetto Management University of Africa
  • Dr.P. Machoka Management University of Africa

Abstract

Purpose of the Study: The purpose of the study was to determine the influence of transformational leadership on the growth of regulatory State Corporations in Kenya and to determine the influence of staff training on the growth of regulatory State Corporations in Kenya.  

Problem Statement: Economic development of any country depends on efficient use of her resources both tangible and intangible. Transformational leaders use their talents not only to transform their organizations but they also become role models by persuading their colleagues to work in ways that achieve the objectives and goals of their organization. Transformational leaders create a culture in which all members of the organization strive towards a common shared vision.

Methodology of the Study: A census study using cross sectional survey design was used to achieve the study objectives. The target population was 56 employees from 28 State Corporations in regulatory sector who were subjected to performance appraisal since 2008 when the exercise was implemented in Kenya. The study selected two respondents from each State Corporation comprising of the Managing director or human resource director and a Chief finance officer. Semi-structured questionnaires were administered to 56 respondents to collect primary data for this study. Data analysis was done using Statistical Package for Social Sciences (SPSS). Content analysis was used to achieve the objective of the study.

Results: Based on the findings of the study, low commitment of the top management towards staff development especially in terms of training to acquire necessary and relevant skills was found to be a major factor hindering the growth of State Corporations.

Conclusion: Implementation of strategic planning and management will assist the State Corporations realize growth. There should be put in place consistent plans to enable proper utilization of resources. To measure results monitoring and evaluation should be put in place to support strategic planning.

Recommendation: Training staff on leadership and conflict resolution, implementing relevant capacity building programmes of the staff and transformational leadership were recommended strategies to increase the growth of the State Corporations.

Keywords: Transformational leadership, staff training, State Corporations growth, Kenya

Author Biographies

Ben Getange, Management University of Africa

PhD Student, Management University of Africa

Thomas Ndetto , Management University of Africa

PhD Student, Management University of Africa

Dr.P. Machoka, Management University of Africa

Senior Lecturer, Management University of Africa

References

Abasilim, U. D. (2014). Transformational Leadership Style and its Relationship with Organizational Performance in Nigerian work context. IOSR Journal of Business and Management, 16(9), 01-05.

Anon, (2018). [Online] Available at: https://www.researchgate.net/publication. [accessed Nov 25 2018].

Ayacko. (2018). Retrieved from http://erepo.usiu.ac.ke/bitstream/handle. [accessed Nov 25 2018].

Bass, B. M. (1985). Leadership and Performance beyond Expectation. New York, NY: The Free Press.

Bass, B.M. & Avolio, B.J. (Eds.). (1994). Improving Organizational effectiveness through Transformational Leadership. Thousand Oaks, Ca: Sage Publications.

Burns, J. M. (2018). Leadership. New York: Harper & Row.

Bushra, J., Usman, K and Naveed, M. (2011). Impact of Motivation on Employee Performance with Effect of Training: Specific to Education Sector of Pakistan. International Journal of Scientific and Research Publications, 3(9), 11-21.

Cooper, D. & Schindler, P. (2006). Business Research Methods. Boston: McGraw-Hill Irwin.

Creswell, J. (2008). Educational Research. Upper Saddle River, N.J.: Pearson/Merrill Prentice Hall.

Diana, E., Tobing, K, & Syaiful, N. (2015). The Role of Transformational Leadership, Organizational Culture and Organizational Learning in Improving the Performance of Iranian Agricultural Faculties. Higher Education: The International Journal of Higher Education and Educational Planning, 66(4), 505-519.

Dumdum, K., De Jong, S. B., & Bruch, H. (2012). The Importance of a Homogeneous Transformational Leadership Climate for Organizational Performance. International Journal of Leadership Studies, 8(1), 1-18.

ElKordy, M. (2013). Transformational Leadership and Organizational Culture as Predictors of Employees Attitudinal Outcomes. Business Management Dynamics, 3(5), 15-26.

Erkutlu, H. (2018). The Impact of Transformational Leadership on Organizational and Leadership Effectiveness: The Turkish case. Journal of Management Development, 27(7), 708-726.

Jalal, Y., Khawaja, T., Kamariah., Fosa, W. Muhd, K & Ahmad, A. (2012). Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis. Journal of Business Ethics, 116(2), 433-440.

Kalshoven, K., Den Hartog, D., & De Hoogh, A. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51-69. doi: 10.1016/j.leaqua.2010.12.007.

Kenya’s Auditor General Reports (2013-2017) (2018).

Mbithi, A. M., K’Obonyo, P & Awino, Z (2016). Transformational Leadership, Employee Outcomes, and Performance of Universities in Kenya. DBA Africa Management Review, Vol 6 No.2, 2016 pp 1-20

Mohammadi, K. A. (2011). Leadership Styles and Job Satisfaction among Employees in Small and Medium Enterprises. International Journal of Business and Management, Vol. 8, No. 13.

Mortazavi, N. & Partovi, N. (2014). Analysis of the Effect of Transformational Leadership on Organizational Performance with Human Resource Approach (Case Study: Keshavarzi Bank), MAGNT Research Report, 2(1), 277-285.

Mwangi, S. N. & Kwasira, J. (2015). Role of transformational Leadership on Organizational Change in Selected Public Secondary Schools in Nakuru North Sub County, Kenya. International Journal of Economics, Commerce and Management, 3(6), 362-372.

Nanjundeswaraswamy, T.S. & Swamy, D.R., (2014). Leadership Styles. Advances in Management Vol. 7(2) February (2014) 57.

Ndisya, S. M & Juma, D.O (2016) Influence of Transformational Leadership on Employee Performance. A Case Study of Safaricom Limited. Strategic Journal of change and business management. Vol. 3, Iss. 2 (2), pp 32-55.

Ngungi. (2013). Effect of the Type of Innovation on the Growth of Small and Medium Enterprises in Kenya: A Case of Garment Enterprises in Jericho, Nairobi. European Journal of Management Sciences and Economics, 1(2), 49 - 57.

Njoroge, J. K., Machuki, V. N., Ongeti, W. J., & Kinuu D. (2015). The Effect of Strategy Implementation on Performance of Kenya State Corporations. Prime Journals, 5(9), 1913-1922.

Otuko, A. H., Chege, K. &Douglas, M. (2013). Effect of Training Dimensions on Employee’s Work Performance: A Case of Mumias Sugar Company in Kakamega County. International Journal of Business and Management Invention, 2(9), 138-149.

Raluca-Elena, H. (2015). The Impact of Leadership on Organizational Performance. SEA - Practical Application of Science, 3(1), 7-15.

State Corporation Advisory Committee, 2013 (2018).

The Report of the Working Party on Government Expenditures (2018).

The Report on the Review of Statutory Boards (2018).

Tshikovhi, N. (2014). Importance of Sustainable Entrepreneurship Development in Kwamhlanga-Moloto Village, South Africa. SSRN Electronic Journal.
Published
2019-06-10
How to Cite
Getange, B., Ndetto , T., & Machoka, D. (2019). TRANSFORMATIONAL LEADERSHIP AND STAFF TRAINING KEY TO STATE CORPORATIONS GROWTH. African Journal of Emerging Issues, 1(6), 47 -61. Retrieved from https://ajoeijournals.org/sys/index.php/ajoei/article/view/41
Section
Articles