Relationship Between Transformational Leadership, Organizational Structure and Performance of Sacco Societies in Kenya
Date
2021-07-06
Authors
Mutua, Jossylyn Nzilani
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Publisher
PAC University
Abstract
Transformational leadership (TL) has received considerable attention because of its potential implications on the performance of an organization. With a critical focus on Mwalimu, Stima, and Kenya Police Savings and Credit Cooperative Societies, this study sought to establish the relationship between TL and organizational performance (OP) for the three entities. The study embraced a pragmatic philosophy. It also adopted a descriptive research design. The target population was 653 employees and a sample size of 242 respondents. The study collected data from 221 respondents, 193 responded to the survey, and 28 responded to interview schedules. The respondents' selection used probability and non-probability sampling methods, notably through random and purposive sample techniques. Both quantitative and qualitative data was collected using a questionnaire and interview schedules as a complementarily tool. Quantitative data was
then analyzed further through the Statistical Package for the Social Sciences (SPSS) version 21. Descriptive statistics was presented in frequencies and percentages. Pearson correlations and linear regression analysis were employed to determine the relationship between the four independent, moderating, and dependent variables at a 95% significance level. Content analysis was applied to qualitative data alone for triangulation purposes. According to the research findings, the four elements of TL, idealized influence, individualized consideration, intellectual stimulation, and inspirational motivation, have a significant relationship with the OP of the three SACCO societies. Organizational structure was found significant only for Mwalimu and Police SACCO, while it was not for Stima SACCO. Considering the positive correlation that all the variables have with OP, the research recommends that managers and leaders of SACCOs adopt, thoroughly, and formally the use TL principles and make them part and parcel of their respective organizational performance policies.
Description
PhD Dissertation
Keywords
Transformational Leadership, Organizational Culture, Organizational Performance, SACCO societies, Intellectual Stimulation, Idealized Influence, Organizational Profitability
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