Change Leadership, Leadership Efficacy Organizational Culture and Transformation of the Kenya Police Service

Simple item page
dc.contributor.authorMutungi, Musyoki Meshack
dc.date.accessioned2024-04-09T17:12:27Z
dc.date.available2020-10-12T13:17:47Z
dc.date.available2024-04-09T17:12:27Z
dc.date.issued2019-07
dc.description.abstractThe Kenya Police Service is undergoing a process of organizational transformation in order to change itself to a more accountable, transparent, humane and responsive organization with a view to ensuring that its operations are congruent with the current Kenya Constitution. Previous studies have shown that, the performance of the Kenya Police Service lacked efficiency, transparency and accountability. Further, the studies have shown that, the Kenya Police Service is characterized by low morale, indiscipline and questionable integrity, a situation which affects employees’ performance. Additionally, a lot has changed in the global arena in terms of policing practices and hence the need for a paradigm shift which aims at realizing global policing competitiveness. There has been a great need to engage the leadership of the Kenya Police Service in open discussions for the purpose of looking for ways of strengthening this important security organization and its oversight mechanism as it is provided for in the constitution. Subsequently, this study looked at the effect of change leadership, leadership efficacy and organizational culture on organizational transformation within the Kenya Police Service. The theories used to underpin the study included Kurt Lewin’s three stage of change leadership Theory, Social Cognitive Theory for leadership efficacy and Edgar Schein’s Theory of organizational culture. The study adopted a Descriptive Explanatory design, using quantitative method. The target population of the study was 1349 respondents who comprised Police officers based at Police Headquarters. The sample size was 309 respondents, a figure that the study arrived at using proportional allocation through a stratified sampling method. Subsequently, that sample size was used in availing information through a questionnaire which was the research tool. This research provides useful information regarding the Transformative agenda which is being undertaken by the leadership within the Kenya Police Service. Further, the results have also indicated that, organizational culture has a moderating effect on change leadership and leadership efficacy as far as the transformation of the Kenya Police Service is concerned. Subsequently, the study highlighted the best practices in organizational transformation within the Kenya Police Service. It recommended that, in order to realize effective organizational transformation, there is need for continued change leadership for the purpose of ensuring that the set goals and objectives of the institutional transformation are achieved.
dc.identifier.urihttp://dspace.pacuniversity.ac.ke:8080/123456789/3064
dc.identifier.urihttps://repo.pacuniversity.ac.ke/handle/123456789/3064.2
dc.language.isoen
dc.publisherPAC University
dc.titleChange Leadership, Leadership Efficacy Organizational Culture and Transformation of the Kenya Police Serviceen_US
dc.typeThesis
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
Change Leadership, Leadership Efficacy Organizational Culture and Transformation of the Kenya Police Service.pdf
Size:
2.43 MB
Format:
Adobe Portable Document Format
Download
License bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
license.txt
Size:
1.71 KB
Format:
Item-specific license agreed upon to submission
Description:
Download
Collections
TD-Department of Leadership Studies (PhD)

Version History

Now showing 1 - 1 of 1
VersionDateSummary
2*
 2024-04-09 17:06:52
n.v
* Selected version