TRANSFORMATIONAL LEADERSHIP STYLE AND PERFORMANCE OF COMMERCIAL BANKS IN KENYA: A CASE OF NATIONAL BANK OF KENYA
Abstract
The concept of leadership has received attention in both the developed and developing cultures. The impact of transformative leadership on Kenyan commercial banks' organisational performance will be examined in this study. The main goal of this research will be to evaluate how Kenyan commercial banks' performance is impacted by transformational leadership styles. The theoretical literature review will be guided by the general systems theory, upper echelons theory, and transformational theory, which serves as the anchor theory. A descriptive research design will be used in the survey-based study. Twenty-four (24) Kenyan National bank branches and one hundred and forty-four (144) respondents will make up the study's target group. The research used a census methodology. Primary data for the study will be obtained by means of a number of questionnaires. Junior staff members, division directors, and senior managers will all receive the surveys. To ascertain the reliability and validity of the information gathered with the help of the questionnaire that will be distributed, a pilot research will be carried out. The instruments will be validated using content validity and construct validity, and their reliability will be evaluated using the Cronbach's alpha coefficient. Quantitative data will be examined using Social Science Statistical Software. Descriptive statistics will be utilised to give a fair explanation of the measurements and distribution of data using indices. In order to ensure that the assumptions made during multiple regression analysis are not violated in the process of drawing conclusions, the following criteria will be applied: normality, linearity, multicollinearity, and homogeneity. The investigator will ensure the preservation of the results' integrity.
Keywords: Transformational Leadership Style, Performance, Commercial Banks
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