The Influence of Organizational Leadership on Performance of Universities in Kenya

##plugins.themes.academic_pro.article.sidebar##

Published Feb 22, 2022
https://doi.org/10.71064/spu.amjr.2.1.28
Download
pdf
Statistic
Vol. 2 No. 1 (2017): African Multidisciplinary Journal of Research (AMJR)

##plugins.themes.academic_pro.article.main##

Linda Kimencu, Kuria Thuo, Charity Muraguri

Abstract

Universities in Kenya are facing challenges arising from rapid expansion, increased high education demand and competitive pressures. With heightened levels of rivalry, the question of sustaining their performance is critical. Themain objective of this study was to investigate the effect of organizational leadership on performance of universities in Kenya. Organizational leadership was operationalized on the basis ofability to create clear strategies, envisioning corporate priorities, employee empowerment as well as infrastructural and resource support This study adopted a mixed research design consisting of explanatory and cross-sectional survey designs to determine the cause- and- effect of the study variables model incorporating the strategic leadership constructs was examined using multiple linear regression model.The target population of this study was 25 universities comprising of 289 respondents randomly selected from the top and middle level management.A semi- structured questionnaire was used to collect primary data while secondary data was collected using document review and was used to validate the primary data. Using stratified simple sampling method, a sample size of 168 respondents was selected. The response rate was approximately eighty eight percent and was adequate for making research inferences and drawing conclusions. Quantitative data was analyzed using descriptive and inferential statistics and this included percentages, frequencies, mean and standard deviations while inferential statistics involved regression analysis. The findings of this study established that organizational leadership has positive and significant influence on university performance in Kenya.This suggests that the quality of leadership traits directly impacts on the extent to which a university attains it goals. The study recommends that for universities in Kenya to sustain their performance, there is need for careful integration of carefully designed leadership strategies.As well as optimal investment in development of leadership skills.
Key words: Organizational leadership, Organizational performance, University performance, corporate priorities

##plugins.themes.academic_pro.article.details##

How to Cite
Muraguri, L. K. K. T. C. (2022). The Influence of Organizational Leadership on Performance of Universities in Kenya. African Multidisciplinary Journal of Research, 2(1). https://doi.org/10.71064/spu.amjr.2.1.28

References

  1. AMA. (2007). How to build a high performance organization. A Global Study of Current Trends and Future Possibilities. Institute of corporate productivity. New York, USA: White Paper
  2. Amunga, H. A. (2011). Information literacy in the 21st century universities: The Kenyan experience [Accessed 25June 2011].
  3. Aryanto, R., Fontana, A., & Afiff, A. Z. (2015). Strategic human resource management, innovation capability and performance: An empirical study in Indonesia software industry. Procedia-Social and Behavioral Sciences, 211, 874-879.
  4. Babbie, E. (2013). The Basics of Social Research.(6thed.). USA: Wadsworth Cengage
  5. Barney, J. (1991), “Firm resources and sustained competitive advantage”, Journal of Management, Vol. 17.
  6. Crawford, L. (2014). Balancing Strategy and Delivery: The Executive View. Procedia-Social and Behavioral Sciences, 119, 857-866.203-214.
  7. Creswell, J.W., (2009). Research Design: Qualitative, Quantitative, and Mixed Methods Customer Perceptions and Expectations. New York: The Free Press
  8. Davies, B. J., & Davies, B. (2004).Strategic leadership. School leadership &management, 24(1), 29-38.
  9. Davood, G. & Morteza, M. (2012).Knowledge Management capabilities and SME,sorganizational performance. Journal of Chinese Entrepreneurship, 4 (1), 35-49.
  10. Edoka, J. (2015). Effective leadership and organizational performance: A case study of national youth service corps (NYSC) Kogi State (Doctoral dissertation).
  11. Gallani, S., Kajiwara, T., & Krishnan, R. (2015). Is Mandatory Nonfinancial Performance Measurement Beneficial?
  12. Grinyer, A. (2009). The anonymity of research participants: Assumptions, ethics, and practicalities. Pan, 12(1), 49-58
  13. Gudo, C. O., Olel, M. A., & Oanda, I. O. (2011). University expansion in Kenya and issues of quality education: Challenges and opportunities. International Journal of Business and Social Science, 2(20),
  14. Halawi, L., Aronson, J., & McCarthy, R., (2005). Resource-based view of knowledge management for competitive advantage. The electronic journal of knowledge management, 3(2), 75-86.
  15. Hamlin, R. G. (2005). Toward universalistic models of managerial leader effectiveness: A comparative study of recent British and American derived models of leadership. Human Resource Development International, 8(1), 5-25.
  16. Henard .F & Leprince S.(2008) The Path to Quality Teaching in Higher Education
  17. .London School of Economics and Political Science Publication at the OECD
  18. Hinton, K. E. (2012). A practical guide to strategic planning in higher education.Ann Arbor, MI: Society for College and University Planning.
  19. Jalaliyoon, N., & Taherdoost, H. (2012). Performance evaluation of higher education; a necessity. Procedia-Social and Behavioral Sciences, 46, 5682-5686.
  20. Jooste, C., & Fourie, B. (2009). The role of strategic leadership in effective strategy implementation: Perceptions of South African strategic leaders. Southern African Business Review, 13(3).
  21. Kilemi, M., Njuguna, N., Ngome, C. K., Wawire, V. K., Wesonga, D., & Ouma, G.(2007).
  22. Public and private universities in Kenya: New challenges, issues and achievements. Oxford and Nairobi: James Currey and East African Educational Publishers.
  23. Kirby, J. (2005).Toward a theory of high performance. Harvard Business Review 83: 30– 39.
  24. Kjelin, E. (2009),A Concept Analysis for Strategic Leadership. EBS Review No. 26, 37- 57.he Quality of Education (Doctoral dissertation).
  25. Kreitz, P. A. (2008). Best practices for managing organizational diversity. The Journal of Academic Librarianship, 34(2), 101-120.
  26. Kurien, G. P., & Qureshi, M. N. (2011). Study of performance measurement practices in supply chain management. International Journal of Business, Management and Social Sciences, 2(4), 19-34.
  27. Lankshear, S., Kerr, M. S., Laschinger, H. K. S., & Wong, C. A. (2013). Professional practice leadership roles: the role of organizational power and personal influence in creating a professional practice environment for nurses. Health care management review, 38(4), 349- 360.
  28. Lathans, J. D., & Summer, K. E. 2005. Loosely coupled systems: A reconceptualization.
  29. Academy of Management Review, 15: 203-223.
  30. Lavie D., (2006).The competitive advantages of interconnected firms: An extension of the RBV. Academy of management review journal 31(3)
  31. Lessard, D., Lucea, R., & Vives, L. (2013).Building your company’s capabilities through global expansion. MIT Sloan Management Review, 54(2), 61-67.
  32. Mabey, C. (2013). Leadership development in organizations: Multiple discourses and diverse practice. International Journal of Management Reviews, 15(4), 359-380.
  33. Machuki, V. N. &Aosa, E. (2011).“The Influence of External Environment on the Performance of Publicly Quoted Companies in Kenya. Business Administration and Management Journal, Vol. 1(7), pp. 205-218.
  34. Malhotra, N. K., Birks, D. F., & Wills, P. A. (2012).Marketing research: An applied approach (4th ed.). New Delhi: Pearson Education
  35. Mandy, M.K. (2009).The Relationship between Innovativeness and the Performance of small and Medium-size Enterprises (SMEs) of Malaysian Manufacturing Sector. International Journal of Management and Innovation, 1 (2), 1-14.
  36. Marginson, S. (2007). The public/private divide in higher education: A global revision.
  37. Higher Education, 53(3), 307-333.
  38. Marjanova, J, T., & Fotov, R. (2014.Corporate Mission: Much Ado about Nothing or Essential Strategic Step? International Journal of Arts and Sciences. pp. 170-182.
  39. Mbirithi, D. M. (2013). Management Challenges Facing Kenya's Public Universities and Implications for the Quality of Education (Doctoral dissertation).
  40. Mbirithi,D.M.(2007).Management challenges facing Kenya’s’ public universities and the implication on quality of education. (Doctoral dissertation).Kenyatta University.
  41. Mostashari, E. (2009). Impact of organizational leadership on organizational performance: a study on small and medium size private companies in three cities of Tehran, Mashhad, Isfahan, Iran (Doctoral dissertation, The British University in Dubai .
  42. Mugenda, O. M., &Mugenda, A.G. (2003).Research methods: Quantitative and qualitative approaches. (2nd ed.). Nairobi: African Centre for Technology Studies (ACTS) Press.
  43. Murad, M., & Gill, S. A. (2016). Impact of Leadership on Institutional Performance: Evidence from Public Sector Universities of Faisalabad, Pakistan. Studies, 5(4).
  44. Odhiambo, G.O.(2011). Higher education quality in Kenya: A critical reflection of key challenges. Quality in Higher Education. International Journal of Educational
  45. .Development, 17(3), 299-315.
  46. Owino, E., Kibera, F., Munyoki, J., &Wainaina, G. (2014). Service Quality in Kenyan Universities: Dimensionality and Contextual Analysis. European Journal of Business and Management, 6(11), 180-194.
  47. Owino, E., Kibera, F., Munyoki, J., &Wainaina, G. (2014). Service Quality in Kenyan Universities: Dimensionality and Contextual Analysis. European Journal of Business and Management, 6(11), 180-194.
  48. Pasmore, W., Lafferty, K., & Spencer, S. (2009). Developing a leadership strategy: A Critical ingredient for organizational success. Greensboro: NC. Center for Creative Leadership.
  49. Pasmore, W., Lafferty, K., & Spencer, S. (2009). Developing a leadership strategy: A Critical ingredient for organizational success. Greensboro: NC. Center for Creative Leadership.
  50. Raja, A. S., & Palanichamy, P. (2011). Leadership styles and its impact on organizational commitment. Asia Pacific Business Review, 7(3), 167-175.
  51. Richard, P. J., Devinney, T. M., Yip, G. S., & Johnson, G. (2009). Measuring organizational performance: Towards methodological best practice. Journal of management. River, New Jersey: Pearson Prentice Hall.
  52. Saunders, M., Lewis, P., & Thornhill, A. (2013).Research Methods for Business Students (6th ed.). Harlow: Prentice Hall Financial Times.
  53. Sekaran, U., Bougie, J. R. (2010). Research Methods for Business: A Skill Building Approach (6th ed.).New York: John Wiley & Sons, Inc.
  54. Stede, W. A. V. D., Chow, C. W., & Lin, T. W. (2006).Strategy, choice of performance measures, and performance. Behavioural Research in Accounting, 18(1), 185-205.
  55. Sultan, P., & Yin Wong, H. (2010). Service quality in higher education–a review and research agenda. International Journal of Quality and Service Sciences, 2(2), 259-272.
  56. Surya, S. (2015). Organizational Leadership: A conceptual analysis. International Journal of Organizational Behaviour & Management Perspectives, 4(3).
  57. Thugge, K., Heller, P. S., & Kiringai, J. (2011). Fiscal Policy in Kenya: Looking Toward the Medium-to Long-Term. Kenya: Policies for Prosperity, 83.
  58. Ullah, A. (2013). Impact of Leadership on Organizational Performance. A Case Study of D&R Cambric Communication. (Doctoral Dessertation). University of Applied Sciences
  59. Wang, X. (2010).Performance measurement in universities: Managerial Perspective (Unpublished Thesis). Faculty of Management and Governance University of Twente. Enschede, The Netherlands.
  60. Zuriekat, M., Salameh, R., & Alrawashdeh, S. (2011). Participation in performance measurement systems and level of satisfaction. International Journal of Business and Social Science, 2(8), 159-169.