TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES AND IMPLEMENTATION OF TURNAROUND STRATEGIES IN DEVOLVED GOVERNMENTS IN NYANZA REGION, KENYA

Arita Nicholas Ogamba, Dr. Makori Moronge (PhD)

Abstract


The main aim of the study was to assess the transformational and transactional leadership styles' impact on the successful implementation of turnaround strategies in county governments in the Nyanza Region of Kenya. The study used a descriptive study design. The target population for this study comprised county chief officers, county executives, and county heads of departments, totaling 180 respondents. The sample size for this study was 124 respondents. The study focused on the county governments in the Nyanza Region of Kenya, which had experienced leadership issues and gained attention due to leadership conflicts. This study utilized simple random and purposive sampling methods. Questionnaires were used to obtain primary data, while the review of county reports provided secondary data. The data obtained was analyzed using Statistical Package for Social Sciences (SPSS) version 23, with the Regression Model serving as the overall model to determine the relationship between the dependent and all the independent variables. The study indicated that there was a positive linear effect of transformational leadership on turnaround strategies in devolved governments (β1=.297, p=0.000). It was further established that transactional leadership has a positive and significant effect on turnaround strategies in devolved governments (β2=.332, p=0.000). The study concluded that transformational and transactional leadership styles have been found to have a statistically significant and positive effect on the successful implementation of turnaround strategies. The study recommends that devolved governments should encourage and foster transformational and transactional leadership practices among their leaders.

Keywords: Transformational Leadership, Transactional Leadership, Turnaround Strategies, Devolved Governments


Full Text:

PDF

References


Barasa, B. L., & Kariuki, A. (2020). Transformation leadership style and employee job satisfaction in county government of Kakamega, Kenya. International Journal of Research in Business and Social Science (2147-4478), 9(5), 100108.

Brillantes, A., & Perante-Calina, L. (2018). Leadership and public sector reform in the Philippines. In Leadership and Public Sector Reform in Asia (pp. 151178). Emerald Publishing Limited.

Hrebiniak, L. (2006). Obstacles to Effective Strategy Implementation. Organizational Dynamics, 35(1), 12-31.

Ibrahim, A. U., & Daniel, C. O. (2019) Impact of leadership on organisational performance. International Journal of Business, Management and Social Research, 6(2), 367-374.

Igbaekemen, G.O. (2014). Impact of Leadership Style on Organization Performance: A Strategic Literature Review. Public Policy and Administration ISSN 2224- 5731(Paper) ISSN 2225-0972(Online), 4, 9.

Isaboke, C. M (2015) Influence of Organizational Culture on Strategy Implementation in selected Universities in Kenya. International Journal of Economics, Commerce and Management United Kingdom Vol. III, Issue 9, September 2015

Jakoet-Salie, A., Taylor, D., & Raga, K. (2016). The Implementation of a Turnaround Strategy to Enhance Service Delivery. Administratio Publica, 24(1), 117-136.

Johnson, P. (2012). The Top Five Reasons Why Strategic Plans Fail.

Jooste, C., & Fourie, B. (2009). The role of strategic leadership in effective strategy implementation: Perceptions of South African strategic leaders; South African Business Review 13(3)

Kimathi, L. (2017). Challenges of the devolved health sector in Kenya: teething problems or systemic contradictions? Africa development, 42(1), 55-77.

McGuinn, P. (2016). From no child left behind to every student succeeds act: Federalism and the education legacy of the Obama administration. Publius: The Journal of Federalism, 46(3), 392-415.

Mcunukelwa, M. R. (2019). A theoretical study on the local government turnaround strategy: a South African perspective.

Murphy, J. F., Bleiberg, J. F., Murphy, J. F., & Bleiberg, J. F. (2019). Understandings and Research Methods. School Turnaround Policies and Practices in the US: Learning from Failed School Reform, 3-18.

Ngigi, S., & Busolo, D. N. (2019). Devolution in Kenya: the good, the bad and the ugly. Public Policy and Administration Research, 9(6), 9-21.

O'Faircheallaigh, C., Wanna, J., & Weller, P. M. (2019). Public sector management in Australia: New challenges, new directions. Macmillan Education AU.

Ongige, N. O. O. (2018). Leadership styles and implementation of devolved governments in Kenya: a case study of Kisii county (Doctoral dissertation, mua).

Ridley-Duff, R., & Breese, R. (2018). No plan B: The Achilles heel of high-performance sport management. European Sport Management

Quarterly, 18(1), 25-46.

Tsofa, B., Goodman, C., Gilson, L., & Molyneux, S. (2017). Devolution and its effects on health workforce and commodities management–early implementation experiences in Kilifi County, Kenya. International journal for equity in health, 16(1), 1-13.

Vasilescu, M. (2019). Leadership styles and theories in an effective management activity. Annals-Economy Series, 4, 47-52.

Waititu, J. W (2016) Relationship between Strategy Implementation and Performance in Commercial Banks in Nairobi County Kenya. International Journal of Business and Management; 11, 9; 2016.

Waititu, J. W. (2016). Relationship between strategy implementation and performance in commercial banks in Nairobi County Kenya. International Journal of Business and Management, 11(9), 230-253.

Wajir County First County Integrated Development Plan 2013-2017.


Refbacks

  • There are currently no refbacks.