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Browsing Journal Articles by Author "Abdullahi, Ibrahim Maalim"

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    Mediating Effect of Social Security Administration on Relationship Between Transformational Leadership and Performance of Public Sector Social Security Agencies in Kenya
    (Journal of Human Resource & Leadership, 7(4), 109–127., 2023-10-21) Abdullahi, Ibrahim Maalim; Ngui, Thomas; Keino, Dinah Chebet
    The management of social security by some state agencies has been accused of the issue of low coverage and not affordability. Thus, the purpose of the study was to examine the mediating effect of social security administration on relationship between transformational leadership and performance of public sector social security agencies in Kenya. The study was anchored on institutional theory. A positivist research philosophy was utilized in the study. The study adopted a correlational research design. The target population was 176 public sector social security agencies in Kenya. The study purposively selected two managers from each of the 176 public sector social security agencies in Kenya, resulting in a sample size of 352 participants. SPSS version 26 was used in the analysis of the data. The data was analyzed using descriptive and inferential statistics. The correlation results showed that social security administration is positively and significantly correlated with performance (r = 0.796, p=0.000). Social security administration plays a significant role in mediating the relationship between transformational leadership and performance in the public sector social security agencies in Kenya. The study concludes that social security administration encompasses several aspects, including having a clear vision and direction, inducing responsibility and technical expertise among employees. The study recommends that the management should prioritize having a clear vision and direction, instilling responsibility and technical expertise in employees. There is the need of maintaining an effective communication flow, promoting honesty and integrity, capitalizing on opportunities, prioritizing resource allocation based on urgency, investing financial resources wisely and keeping administration costs low. Social security agencies has to improve service delivery, communication and complaint platforms to be customer-centric. In addition, the government should develop a comprehensive social security policy for all citizens, including the informal sector.
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    Transformational Leadership and Performance of Public Sector Social Security Agencies in Kenya
    (Journal of Human Resource & Leadership, 7(4), 91–108., 2023-10-21) Abdullahi, Ibrahim Maalim; Ngui, Thomas; Keino, Dinah Chebet
    The performance of public sector social security in Kenya has not been adequate and many are facing dismal performance trends in the performance of social security. The purpose of the study was to examine the effect of transformational leadership on the performance of public sector social security agencies in Kenya. The study was anchored on transformational leadership theory. A positivist research philosophy was utilized in the study. The study adopted a correlational research design. The target population of the study was 176 public sector social security agencies in Kenya. The study purposively selected two managers from each of the 176 public sector social security agencies, resulting in a sample size of 352 participants. SPSS version 26 was used in the analysis of the data. The quantitative data from the closed-ended questions was analyzed using descriptive and inferential statistics. The data was presented using tables and graphs. The correlation results showed that transformational leadership is positively and significantly associated with performance (r = 0.770, p=0.000). Regression coefficient analysis revealed that for every one-unit increase in transformational leadership, performance is expected to increase by 0.703 units, holding other factors constant. The study concluded that transformational leadership has a significant effect on performance of public sector social security agencies in Kenya. The study recommends that the management should adopt a transformational leadership style to enhance the performance of the agency. This can include seeking differing perspectives from employees, encouraging innovation and creativity, offering support and empowerment, promoting problem-solving, meeting employee needs, delegating tasks, fostering diversity, treating individuals as unique, delegating authority and sharing information. In addition, there is the need of encouraging cooperation, instilling belief in positive impact, taking risks, complying with organizational values, earning trust and respect, modeling ethical behavior, aligning behavior with organizational goals, and encouraging a high-performance culture.