Transformational Leadership and Performance of Public Sector Social Security Agencies in Kenya

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dc.contributor.authorAbdullahi, Ibrahim Maalim
dc.contributor.authorNgui, Thomas
dc.contributor.authorKeino, Dinah
dc.date.accessioned2024-04-30T09:35:56Z
dc.date.available2024-04-30T09:35:56Z
dc.date.issued2023-10-21
dc.description.abstractThe 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.
dc.identifier.citationAbdullahi, I. M., Ngui , T., & Keino, D. (2023). Transformational Leadership and Performance of Public Sector Social Security Agencies in Kenya. Journal of Human Resource & Leadership, 7(4), 91–108. https://doi.org/10.53819/81018102t5243
dc.identifier.issn2616-8421
dc.identifier.urihttps://repository.daystar.ac.ke/handle/123456789/4347
dc.language.isoen
dc.publisherJournal of Human Resource & Leadership, 7(4), 91–108.
dc.subjectTransformational leadership
dc.subjectperformance
dc.subjectpublic sector social security agencies
dc.subjectKenya.
dc.titleTransformational Leadership and Performance of Public Sector Social Security Agencies in Kenya
dc.typeArticle

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