LEADERSHIP STYLES AND PERFORMANCE OF SOLAR COMPANIES IN NAIROBI COUNTY, KENYA

Gedion Vincent Ombajo, Dr. Stanley Kavale

Abstract


The main objective of the study was to establish the influence of leadership styles and performance of solar companies in Nairobi County. The study was guided by specific objectives; Transformational leadership and Transactional leadership on performance of solar companies in Nairobi County. The study was based on Transformational theories and trait behavioral theory. The study adopted a descriptive research design and target 35 solar companies in Nairobi County. The study used a structured questionnaire to collect primary data and the Statistical Package for Social Sciences version 26 was used to analyze data. Inferential statistics will be used to establish the relationships that existed between the variables. The correlation coefficient was used to measure the relationship between independent variables and the dependent variable while the regression analysis was used to measure the strength between the independent and dependent variables. Data was presented in the form of tables, graphs, and charts. A pilot study was carried out using 10% of the population to determine the validity and reliability of research instruments. Descriptive results showed a strong and positive relationship between leadership styles and solar companies. The correlation analysis showed that there exists a positive significant correlation between the independent variables of the study and the performance of solar companies in Nairobi County, Inferential analysis showed a statistically significant relationship between leadership styles and the performance of solar companies. The ANOVA test showed that the F-calculated 21.56 was greater than the F-critical 4,142, hence a linear relationship between the leadership styles and performance of solar companies in Kenya. Based on the R–squared, the model can explain 77.4% of the changes in the dependent variable. Regression results showed that a unit increase in any leadership style will lead to an increase in performance. t-statistics showed that transformational leadership had the most influence on the performance of solar companies. The research concluded that transformational and transactional leadership positively and significantly affect the performance of solar companies. The study recommends improving transformational leadership through inspiration, intellectual stimulation, individualized consideration, and idealized influence.

Key Words: Leadership Styles, Performance of Solar Companies, Transformational Leadership Transactional Leadership 


Full Text:

PDF

References


Akparep, J. , Jengre, E. and Mogre, A. (2019) The Influence of Leadership Style on Organizational Performance at TumaKavi Development Association, Tamale, Northern Region of Ghana. Open Journal of Leadership, 8, 1-22. doi: 10.4236/ojl.2019.81001.

Ali, Elmi, H. O., Mohamed, A. I., (2003). The Effect of Leadership Behaviours on Staff Performance in Somalia, Educational Research International, Vol 2. P.2.

Bass, B. M., & Bass Bernard, M. (1985). Leadership and performance beyond expectations, 25 (3), 481-484.

Bass & Avolio, 1994. Improving Organizational Effectiveness Through Transformational Leadership. London: SAGE Publications.

Bass, B. (1995).Theory of transformational leadership. The Leadership Quarterly, 6(4), 463-478.

Bass,B., & Avolio, B. (2003). Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training, 14(5), 21-27.

Dalluay, V. S., & Jalagat, R. C. (2016). Impacts of Leadership Style Effectiveness of Managers and Dept. Heads to Employees’ Job Satisfaction and Performance on Selected Small-Scale Businesses in Cavite, Philippines. International J. of Recent Advances in Organizational Behaviour & Decision Sciences, 2(2), 734-751.

Ebrahim Hasan Al Khajeh (2018)," Impact of Leadership Styles on Organizational Performance", Journal of Human Resources Management Research, Vol. 2018 (2018), Article ID 687849, DOI: 10.5171/2018.687849

Harris, A. et al., 2007. Distributed leadership and organizational change: Reviewing the evidence. Journal of Educational Change, 8(4), pp. 337-347.

Hambrick, D.C. & Mason, P.A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193-106.

Jaleha & Machuki (2018). Strategic Leadership and Organizational Performance: A Critical Review of Literature. European Scientific Journal December 2018 edition Vol.14, No.35 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

Koech, P.M & Namusonge, G.S. (2012). The Effect of Leadership Styles on Organizational Performance at State Corporations in Kenya. International Journal of Business and Commerce, 2(1), 1-12.

Kothari, C. R. (2004). Research Methodology: Methods and Techniques. New Delhi: New Age International (P) Limited Publishers.

Nickson Banda. (2022). The Role of Strategic Leadership in Organizational Development. International Journal of Sciences: Basic and Applied Research (IJSBAR), 62(2), 141–152. Retrieved from https://www.gssrr.org/index.php/JournalOfBasicAndApplied/article/view/14028

Longe, O. J., 2014. Leadership style paradigm shift and organisational performance: A case of the Nigerian Cement Industry. African Research Review, 8(4), pp. 68-83.

Lumumba, K, Simatwa, E. and Jane, K. (2021) Influence of Leadership Style on Organizational Performance of Primary Teachers Training Colleges in Lake Victoria Region of Kenya. Creative Education, 12, 2228-2251. doi: 10.4236/ce.2021.129170.

Meiling, Guo & Junzahng, Wang & Yu, Gu & Kok Loang, Ooi. (2023). The Impact Of Leadership Styles On Organizational Performance And Employee Satisfaction: A Case Study Approach. International Journal of Accounting. 8. 414-437. 10.55573/IJAFB.085029.

Madeline Miles (2020) It depends. Understanding the contingency theory of leadership

Mitonga-Monga, J. & Coetzee, M., 2012. Perceived leadership style and employee participation. African Journal of Business Management, 6(15).

Mbithi A. (2014).Transformational Leadership, Organizational Characteristics, Employee Outcomes, Leader-Member Relations and Performance of Universities in Kenya.

Mugenda M. & Mugenda, G. (2003). Research Methods Quantitative and Qualitative Approaches. Revised Edition. Nairobi: Acts Press.

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.

Mutia, P. M. (2015). Strategic leadership and its influence on church growth in Kenya (Doctoral dissertation, United States International University-Africa).

Nasir, H. M., Nordin, R., Seman, S. A. A., & Rahmat, A. (2014). The relationship of leadership styles and organizational performance among IPTA academic leaders in Klang Valley area, Malaysia. Business and Entrepreneurship Journal, 3(2), 45-65.

Neba N.B., Ibrahima, Negou E., and Elangwe E.B. (2024) Leadership Styles and Organisational Performance: Case of Small Businesses in Cameroon Size Businesses in Buea Municipality, International Journal of Small Business and Entrepreneurship Research, Vol.12, No.1, pp.,24-46

Obiwuru, T. C., Okwu, A. T., Akpa, V. O. and Nwankwere, I. A. (2011). Effects of Leadership Style on Organisational Performance: A Survey of Selected Small Scale Enterprises in Ikosi-Ketu Council Development Area of Lagos State, Nigeria. Australian Journal of Business and Management Research, 1(7), 100 – 111.

Omollo G. O. O. (2016). Role of Strategic Leadership in Strategy Implementation in the Geothermal Development Company in Kenya. Nairobi.http://erepository.uonbi.ac.ke/bitstream/handle/11295/99854 University of Nairobi

Owuor, P. (2018). Effects Of Transformational Leadership Style On Organizational Performance In Kenya: A Case Study Of Kenya Breweries Limited.

Özer, F., & Tınaztepe, C. (2014). Effect of strategic leadership styles on firm performance: A study in a Turkish SME. Procedia-Social and Behavioral Sciences, 150, 778-784.

Pearce, J.A., & Robinson, R.B. (2017).Strategic management: Strategy formulation, implementation and control (3rd ed.). U.S.A: Richard D. Irwin Inc.

Wernerfelt, B.(1984). A Resource-Based View of the Firm. Strategic Management Journal, 5, (2), 171-180


Refbacks

  • There are currently no refbacks.