Moderating effect of Organizational Culture on the factors affecting Transformation of the Kenya Police Service

Abstract

The Kenya Police Service as an organization has been undergoing through a process of transforming itself with a view to becoming a more accountable, transparent, humane and responsive body. However, there is nothing much regarding attention that has been given to the role of change leadership, leadership efficacy and organizational culture in transforming an organization. This position explains why many organizational transformation initiatives have failed to yield their desired results. From this study, a random sample size of N=309, from a population of 1349 employees working within the Kenya Police Service headquarters was used to evaluate the moderating effect of organization on change leadership, leadership efficacy in the transformation of the Kenya Police Service. Descriptive statistics and inferential statistics were conducted to analyze the data. The results of this study indicated a significant positive moderating effect between change leadership, leadership efficacy and organizational transformation in the Kenya Police Service. In terms of contributions and practical implications, insights gained from the findings may be used in proposing leadership and organizational development interventions and future research.