School of Business & Public Management

Permanent URI for this collectionhttps://repository.kcau.ac.ke/handle/123456789/43

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Start date: 2020Subject: search.filters.subject.Transformational Leadership

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    Effect of Transformational Leadership on Organisational Performance of Top 100 SMEs in Nairobi, Kenya
    (Journal of Human Resource & Leadership, 2024) Gachira, Joseph N.; Ntara, Caroline
    The study examined the impact of transformational leadership on the performance of SMEs in Nairobi. It explored four characteristics of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Grounded in various Transformational Leadership Theory, the research used a descriptive survey design, focusing on ten SMEs, selected as category winners in the KPMG top 100 SMEs in Kenya for 2022. Data was collected through structured questionnaires, both online and with research assistants, and analysed using SPSS version 20.0, employing descriptive and inferential statistics. The results showed a positive relationship between these leadership traits and SME performance. Intellectual stimulation, idealized influence, and inspirational motivation significantly impacted performance, emphasizing the importance of innovation, role modelling, trust, and team inspiration. Individualized consideration also enhanced performance by addressing employee needs. The study highlighted the crucial role of transformational leadership in improving SME performance in Nairobi, recommending promotion of intellectual stimulation, ethical behavior, clear vision communication, and personalized support to boost organizational success.
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    Resilience among Kenyan Manufacturing Firms
    (Academy of Strategic Management Journal, 2022) Wamalwa, Lucy S; Ochola, Stella
    Academic and practitioners have recently discovered resilience as a core topic of interest. It is widely viewed as a potential solution to organizations' challenges posed by the current Covid-19 pandemic and other disasters. While the concept of resilience is increasingly becoming popular, empirical research on resilience organizations is quite rare. In this study, we examined the relationship between organization resources, organization innovative climate culture, restructuring, and transformational leadership style on organization resilience Among Kenyan manufacturing firms. We measured resilience as the firm's ability to return to normal after adversity and as the firm's ability to bounce back better than before. Our sample population is 122 manufacturing firms in Kenya. Our findings show that organizational resources have a significant effect on Resilient both on the ability to return to normalcy and the ability to bounce back better. However, an organization's innovative environment significantly affects firms' ability to return to normalcy in operations but has an insignificance effect on the ability to bounce back better than before. Transformation leadership style and organization restructuring had a significant impact on the ability to bounce back better but an insignificance effect on maintaining normalcy in operations.
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    Linking Transformational Leadership to Knowledge Management in the Universities in Kenya; the Role of Teamwork Processes
    (Global Scientific Journals, 2022) Waweru-Gathii, Rose
    This study analyses the effect of teamwork processes of cohesion and communication on the relationship between transformational leadership and knowledge management. The key objective of the study was to examine the role that various teamwork processes play in influencing a leadership and knowledge management relationship in the Universities in Kenya. The study utilized the work of Yammarino et al. (2003), Muchiri et al. (2012) and Atwater and Bass (1994) on transformational leadership, performance and teamwork processes. The study also utilized Crawford (2005) research on the relationship between transformational leadership and knowledge management as well as the work of John D. Politis (2003) and Turner et al (2012) on Knowledge management and teams. Cross sectional data was collected and analyzed within a period of one year from September 2017. Descriptive statistics were used to analyze the data in order to determine the patterns and meaningful characteristics that would emerge from the data. Inferential statistics were used to determine the relationships between and among the study variables. The results obtained support the view that transformational leadership has a significant positive effect on knowledge management initiatives of creation, sharing and utilization. The teamwork processes of communication and cohesion were interestingly found not to significantly mediate the relationship between transformational leadership and knowledge management.
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    Transformational Leadership, Knowledge Management and Performance of Telecommunication Firms in Kenya
    (International Journal of Business and Social Science, 2023) Waweru-Gathii, Rose; K’Obonyo, Peter
    Purpose – The purpose of this study was to investigate the influence of transformational leadership on performance of telecommunication firms in Kenya. Further, the study sought to establish the mediating role of knowledge management in the relationship between transformational leadership and performance of telecommunication firms in Kenya. This study employed a questionnaire approach. The Sample for the study was drawn from a population of 404 Telecommunication firms registered by the Communications Authority of Kenya (CAK) as at June 2015. Regression analysis was used to test the hypotheses in a sample of 202 firms. The findings suggest that Transformational leadership has a direct and significant effect on firm performance. Transformational Leadership influences firm Performance directly and also indirectly through knowledge management.