PAPER PRESENTED IN THE 6TH AIBUMA CONFERENCE, SOB, UON

BY

DR. ADELAIDE MBAIKA MBITHI

JULY 10, 2015

Interest in organizational theory and behaviour

Major transformation in the higher education sector

Role of leadership in dealing with the change

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Challenges call for reforms in the management and governance styles of the institutions

Require a leadership that can direct the change, maintain staff morale while creating academic excellence

TL fits the description => TopicThursday, April 20, 2023 A Mbithi (AIBUMA)

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TL - Process in which leaders and followers help each other to advance to a higher level of morale and motivation, creating significant changes in the lives of people and organizations (Burns, 1978)

Elements: -◦Idealized influence => Charisma◦Inspirational motivation◦Intellectual stimulation ◦Individualised consideration

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Organizational Performance:◦Kaplan and Norton (1996) BSC =>financial measures be supplemented with measures that reflect customer satisfaction; internal business processes; ability of an organization to learn and grow

Focus of study => all universities in Kenya that are fully fledged

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Anchored on the TF-TS leadership theory (Bass, 1985)

Other theories of interest

Contingency theories of leadership,

Behavioural theory of change

Social learning theory

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Hancott (2005) examined TL & OP in the top 100 public companies in Canada as measured by total revenue found that TL is a common style practiced by leaders of the best performing public companies in Canada.

Ross and Offermann (1997), in a study to demonstrate performance effects of transformational leaders on their work groups, found that leaders affect their subordinates' performance both directly and indirectly means.

Ndiritu (2012) examined the relationship between TL characteristics of secondary school principals and students’ in the KCSE performance and found a statistically significant relationship between TL characteristics and students’ performance.

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Research ObjectiveResearch ObjectiveTo determine the relationship between TL &

OP of universities in Kenya

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Research QuestionResearch Question Does TL influence the performance of

universities in Kenya?

HypothesisHypothesisTL has an effect on the performance of universities in Kenya.

Adopted objective (positivism) approach to research

A descriptive survey design

Data collection: cross-sectional (April 2014)

Population: All the fully-fledged universities in Kenya (52) => a census

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Data: Primary

Respondents: 2 responses per university (VC, and/or DVCs):

Validity: construct & Content use of experts and pre-testing

Reliability: Chronbach alpha coefficient values of 0.7 and above were obtained

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Response rate = 73% (38 out of 52)

Gender: Male dominated (84%)

Years of service1 – 10 = 80%

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Tenure (Current position)

1 – 5yrs = 86%

Age of institution Average 10yrs =

55.3%<5yrs = 39%

Institution’s size (No. of students)

<5,000 = 50% >25,000 = 13%

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Transformational LeadershipAspect No. Items Mean scoreIntellectual Stimulation 4 4.25Idealized influence 4 4.60Inspirational Motivation 4 4.67Attributed Charisma 4 4.45Individualized Consideration 4 4.15

Table 3, Pg 13

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Organizational Performance Aspect No. Items Mean scoreOP 9 4.23

Table 4, Pg 14

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Objective was achieved Hypothesis was supported TL-TS theory (Bass, 1985) on influence of TL on

OP was confirmedThursday, April 20, 2023

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Aspect Statisti

c Score

Multiple Correlation R 0.68

Explanatory power (Coefficient of determination) R2 0.46

Resulting Model Y = 1.072X - 9.885

Significance of overall model F 30.78 (sig. F < 0.001)

Significance of parameter (β) T 5.55 (p <0.001)

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Summary of the Results of Regression Analysis on the Effect of TL on Performance

Hypothesis

Independent variable (TL) aspects

R R2 Resulting Model

Model Significance

Parameter Significance

F Statistic Sig F T value P-value

H1:Transformational leadership has an effect on the performance of universities in KenyaOP = ƒ(TL)NB 1: TL is disaggregated as IS, II, IM, AC, IC (rows a, b, c, d, & e).NB 2: TL is aggregated (as a mean score of all individual aspects) (row f).

a) X = IS 0.654 0.428Y = 25.408 +

0.701X26.975 0.001 5.194 0.001

b) X = II 0.379 0.144Y = 30.047 +

0.596X6.045 0.019 2.459 0.019

c) X = IM 0.591 0.349Y = 1.016X –

10.33819.337 0.001 4.397 0.001

d) X = AC 0.493 0.243 Y= 28.27 + 0.637X 11.579 0.002 3.403 0.002

e) X = IC 0.615 0.379Y = 29.577 +

0.662X21.934 0.001 4.683 0.001

f) X = TL 0.679 0.461Y = 1.072X -

9.88530.767 0.001 5.547 0.001

Where: Y = Performance, X = Transformational leadership, R = Strength of the relationship between X & Y, R 2 is the goodness of fit of the resulting model, F statistic tests the overall significance of the resulting model T statistic tests the significance of individual parameter (beta coefficient)Source: Research Data

Table 6 Pg 15

Policy:Transformational leadership for universities - TL

Nurturing

Practice:A leadership that has skills & competence in TL => Training

Theory:Confirmed the universality of the TL-TS theory

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Cross-sectional method in data collection

Self-reports by top leadership

Quantitative versus qualitative research in understanding complex leadership behaviours

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Transformational leadership explains 46% of performance. Need for a study to establish other factors & their contribution to performance

Compliment current study with longitudinal research, as well as use of other methodologies (such as in-depth case studies, face-to-face interviews, observation).

Research measuring study variables from both leaders and the employees/stakeholders perspective be undertaken

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