THE COMBINED EFFECT OF STRATEGIC LEADERSHIP, ORGANIZATIONAL CHANGE, AND EMPLOYEE ENGAGEMENT ON PUBLIC SERVICE ETHICS COMPLIANCE IN KENYA'S COUNTY GOVERNMENTS
Abstract
Purpose of Study: This research aimed to examine the combined effect of strategic leadership, organizational change, and employee engagement on public service ethics compliance in Kenya's County Governments.
Statement of Problem: Public service ethics compliance in Kenya's County Governments remains a pressing issue, with unethical behaviors such as corruption and lack of accountability undermining governance.
Methodology: The study utilized a cross-sectional survey design underpinned by positivist philosophy, analyzing quantitative data from 584 employees across eight Kenyan County Governments using inferential statistics.
Result: The findings showed that strategic leadership (β=0.755, p=0.000), organizational change (β=0.760, p=0.000), and employee engagement (β=0.791, p=0.000) significantly influenced public service ethics compliance. Their combined effect explained 70% of the variance, surpassing the individual contributions of 50.7%, 53.9%, and 56.7%, respectively.
Conclusion: The study concludes that strategic leadership, organizational change, and employee engagement collectively play a crucial role in enhancing public service ethics compliance in Kenya’s County Governments.
Recommendation: The study recommends that County Governments strengthen strategic leadership practices, foster a culture of innovation and accountability.
Keywords: Strategic leadership, organizational change, employee engagement, public service ethics, Kenya County Government.
References
Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through leadership: the mediating role of organizational culture. International Journal of Organizational Analysis.
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323.
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
Copeland, M. K. (2015). The importance of ethics and ethical leadership in the accounting profession. Research on Professional Responsibility and Ethics in Accounting, 19(1), 61-98.
D'Arcy, M., & Cornell, A. (2016). Devolution and corruption in Kenya: Everyone's turn to eat. African Affairs, 115(459), 246-273.
EACC. (2016). Annual Report 2016–2017. Government of Kenya. Retrieved from: www.eacc.go.ke
Elbanna, S., Andrews, R., & Pollanen, R. (2016). Strategic planning and implementation success in public service organizations: Evidence from Canada. Public Management Review, 18(7), 1017-1042.
Fusco, T., O’Riordan, S., & Palmer, S. (2016). Authentic leadership isn’t just about ethical leadership, it’s also about strategic leadership. Coaching Psychology International, 9, 4-10.
Jabbar, A., & Hussein, A. A. (2017). The role of leadership in strategic management. International Journal of Research Granthaalayah, 5(5), 99-106.
Kotter, J. P. (1996). Leading Change. Harvard Business School Press.
Menzel, D. C. (2012). Ethics management for public administrators: Building organizations of integrity. M.E. Sharpe.
Northouse, P. G. (2017). Leadership: Theory and Practice (7th ed.). SAGE Publications.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.
Saleem, A., & Naveed, S. (2017). Leadership and employees’ reaction towards change: role of leaders' personal attributes and transformational leadership. Pakistan Administrative Review, 1(1), 61-82.
Transparency International. (2018). The Corruption Perception Index 2017. Retrieved from: www.transparency.org
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
Wang, H.-j., Lu, C.-q., & Siu, O.-l. (2014). Job insecurity and job performance: The moderating role of organizational justice and the mediating role of work engagement. Journal of Applied Psychology.
Yeboah, A. E. (2017). Strong personalities and strong institutions, mediated by a strong third force: Thinking systems in corruption control. Public Organization Review, 17(4), 545-562.
