Influence Of Leadership Styles and Capacity Development on The Performance of Agricultural Enterprises in Selected Counties in Kenya

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dc.contributor.authorGeoffrey Rogito Nyamoita
dc.date.accessioned2024-08-15T13:31:36Z
dc.date.available2024-08-15T13:31:36Z
dc.date.issued2024-08-15
dc.description.abstractA performance evaluation of agricultural enterprises in Kenya was conducted to assess the influence of leadership styles and capacity development. The study adopted a pragmatism philosophy using an explanatory sequential mixed methods approach. The assessment of agricultural enterprises' performance encompassed financial and nonfinancial indicators. The research achieved its overarching aim by assessing the influence of four leadership styles and capacity development initiatives on the performance of agricultural enterprises in Kenya. The Systems, Path-Goal, Situational Leadership and Transformational Leadership Theories guided the study. The study evaluated the influence of Transformational, Transactional, Democratic and Autocratic leadership styles on the Performance of Agricultural Enterprises in Kenya. The moderating influence of Capacity Development on the relationship between Leadership Styles and the Performance of Agricultural Enterprises in Kenya was assessed. An explanatory sequential mixed methods approach was adopted using a cross-sectional survey design to collect quantitative and qualitative data. Quantitative data were gathered using closed ended questionnaires, while qualitative data were gathered using interview and focus group discussion guides. For the quantitative study, a stratified random sample of 222 leaders and employees was selected from a population of 525 leaders and employees drawn from a census of 105 agricultural enterprises. Qualitative data drew a sample of 40 respondents. Quantitative data was analysed using descriptive and inferential statistics as provided in Statistical Package for the Social Sciences (SPSS) Version 28.0.1. Using multiple linear regression analysis, the five null hypotheses were tested based on the pvalues of the standardised beta coefficient at a 95% confidence level. The study's findings indicate that agricultural enterprises in Kenya perform better under Transformational (β=0.481), Transactional (β=0.673), and Democratic (β=0.222) leadership styles but are adversely affected by Autocratic leadership (β=-0.217). The study revealed that the performance of agricultural enterprises in Kenya is significantly moderated by capacity development. Agricultural enterprises should adopt appropriate leadership styles to stimulate team innovativeness. The study recommends the implementation of capacity development initiatives by National and County governments, donors and capacitybuilding organisations to enhance the performance of agricultural enterprises in Kenya.
dc.identifier.urihttps://repo.pacuniversity.ac.ke/handle/123456789/4490
dc.publisherPAC University
dc.titleInfluence Of Leadership Styles and Capacity Development on The Performance of Agricultural Enterprises in Selected Counties in Kenya
dc.typeThesis
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