TRANSFORMATIONAL LEADERSHIP AND EMPLOYEE JOB PERFORMANCE IN THE WATER RESOURCES AUTHORITY
Abstract
The researcher studied on the effect of transformational leadership on employee job performance in the Water Resources Authority. The study was guided by the Bass’ four components of transformational leadership thus idealized influence, inspirational motivation, intellectual stimulation and individualized consideration as independent variables and employee job performance as the dependent variable. The study population was 400 employees of the Lake Victoria Basin Areas (Regions) in the Water Resources Authority out of which a sample of 200 respondents was selected using Taro Yamane Formula. Stratified random sampling technique was employed to select the respondents for the study then questionnaires were distributed to them randomly. The researcher used both primary and secondary data in this study. Primary data was collected using structured questionnaires which were prepared and analyzed with the help of the Statistical Package for Social Sciences (SPSS) version 24. Secondary data was collected from library resources, journal articles and other published research papers mainly from online journals. Descriptive statistics like means, standard deviations as well as inferential statistics; correlations and regressions analyses were conducted. The findings established that there is significant positive influence of idealized, inspirational motivation, intellectual stimulation and individualized consideration on employee job performance in Water Resources Authority. Therefore, transformational leadership constructs as used in this study are significant predicator of employee performance in Water Resources Authority. The study concluded that improvement of transformational leadership characteristics would results on an increase in employee performance in Water Resources Authority. The study recommended that the leaders of the water sector should embrace two-way communication and commit to creating an environment of trust that will boost employees’ confidence in the organization and enhance their performance. Further, leaders of the water sector should continuously provide employees with an inspiring vision and mission to increase employee efforts in meeting and achieving the set organizational goals and objectives.
Key Words: Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration
CITATION: Amwoma, C. A., Juma, D., & Miroga, J. (2022). Transformational leadership and employee job performance in the water resources authority. The Strategic Journal of Business & Change Management, 9 (2), 135 – 155.
Full Text:
PDFReferences
Addison, A. K., & Yankyera, G. (2015). An Investigation into How Female Teachers Manage Stress and Teacher Burnout: A Case Study of West Akim Municipality of Ghana. Journal of Education and Practice, 6(10), 1-24.
Akao Y. (1990). Quality function deployment. Cambridge, MA: Productivity Press
Alev, K., Gulem, A., Gonca, G. & Burca, G. (2009). Exploring the antecedents of organizationidentification: the role of job dimension, individual characteristics and job involvement. Journal of nursing management, 17(1), 66-73.
Andersen, J. A. (2015). Barking up the wrong tree: on the fallacies of the transformational leadership theory. Leadership & Organization Development Journal, 36(6), 765-777.
Anderson, H. J., Baur, J. E., Griffith, J. A., & Buckley, M. R. (2017). What works for you May not work for (Gen) me: Limitations of present leadership theories for the new generation. The Leadership Quarterly, 28(1), 245 – 260.
Anderson, J. C., Rungtusanatham, M., & Schroeder, R. G. (1994). A theory of quality management underlying the Deming management method. Academy of Management Review, 19(3), 472–509.
Anderson, J., Rungtusanatham, M., Schroeder, R., & Devaraj, S. (1995). A path analytic Model of a theory of quality management underlying the Deming management method: Preliminary empirical findings. Decision Sciences, 26, 637-658.
Antonakis, J. (2012). Transformational and charismatic leadership. In D. V. Day & J. Antonakis (Eds.), The nature of leadership (2nd ed., pp. 256 – 288). Thousand Oaks,
CA: SAGE.
Anwar, T. S. (2003). Cases Vodafone and the wireless industry: a case in market e. Journal of Business & Industrial Marketing, 18(3), 270-288.
Arthur, C. A., & Hardy, L. (2014). Transformational leadership: A quasi-experimental study. Leadership & Organization Development Journal, 35(1), 38 – 53.
Armstrong, M. (2009). A Hand book of Human Resource Management Practice. 10th Ed. London: Kogan Page.
Aseka, E. M. (2005). Transformational Leadership in East Africa. Kampala, Uganda Fountain Publishers
Atkinson, A., & McCrindell, J. (1997, April). Strategic performance measurement in government. CMA Magazine, 20–23.
Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations. Thousand Oaks, CA: SAGE.
Avolio, B. J., & Bass, B. M. (2002). Developing potential across a full range of leadership: Cases on transactional and transformational leadership. Mahwah, NJ: Lawrence Erlbaum.
Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25, 951-968.
Baldwin, K. (2008). Managing Employee Performance in Seven Steps, Raleigh: Lulu Press, Inc.
Barbuto, J. E. (1997). Taking the charisma out of transformational leadership. Journal of Social Behavior and Personality, 12, 689- 697.
Barrett, F. (1995). Creating appreciative learning cultures, Organizational Dynamics, Autumn, 36 49
Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press.
Bass, B. M. (1990). From transactional to transformational leadership. Learning to share the vision. Organizational Dynamics, 18, 19 – 31.
Bass. B. M. (1998). Transformational Leadership: Industrial, Military, and Educational Impact. Mahwah, NJ: Lawrence Erlbaum Associates.
Bass, B. M., & Avolio, B. J. (1990a). The implications of transactional and transformational leadership for individual, team, and organizational development. Research in Organizational Change and Development, 4, 231 – 272.
Bass, B. M., & Avolio B. J. (1990b). Multifactor Leadership Questionnaire. Palo alto, CA: Consulting Psychologists Press.
Bass, B. M., & Avolio, B. J. (1993). Transformational leadership: A response to critiques. In M. M. Chemers & R. Ayman (Eds.), Leadership theory and research: Perspectives and directions (pp. 49 – 80). San Diego, CA: Academic Press.
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: SAGE.
Bass, B. M., & Avolio, B. J. (1995). Multifactor Leadership Questionnaire for research. Menlo Park, CA: Mind Garden.
Bennis, W. G., & Nanus, B. (2007). Leaders: The strategies for taking charge (2nd ed.).
Behling, O., & McFillen, J.M. 1996. A syncretic model of charismatic/transformational leadership. Group & Organization Management, 21(2): 163-191.
Bono, J. E. & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis. Journal of Applied Psychology, 89(5), pp. 901-910.
British Telecom (2002). Annual Report and Form 20-F 2002.
Bryman, A. (1992). Charisma and leadership in organizations. London, UK: SAGE.
Bryman, A. & Bell, E. (2007). Business research methods. Oxford University Press, USA.
Churchill, G.A., Ford, N.M., Hartley, S.W. & Walker, C.O. (1985). The Determinants of salesperson performance. A meta-analysis. Journal of Marketing Research, 22, 103-118.
Cohen, L. & Manion, L. (1989). Research Methods in Education. (3rd Ed) London: Routledge.
Cooper, C. & Schindler, P. (2008). Business Research Methods. (10th Ed.), Boston; McGraw-Hill.
Creswell, J. W. (2008). Research Design: Qualitative, Quantitative and Mixed method Approaches. United Kingdom; Sage publications.
Dale, B.G. (2003). Managing quality. (4th Ed.). Hertfordshire: Prentice Hall.
Deming, W.E. (1986). Out of the Crisis, Cambridge University Press, Cambridge.
Deming, W.E. (1993) Total Quality Management in Higher Education. Management Services, 35, 18-20.
Dillman, D. A. (2000), Mail and Internet Surveys: The Tailored Design Method. 2nd Edn. John Wiley & Sons, New York.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45, 735–744.
Feigenbaum, A.V. (1983). Total Quality Control, (3rd Ed) New York, McGraw-Hill.
Gilbert, S., Horsman, P., & Kelloway, E. K. (2016). The motivational for transformational leadership scale. Leadership & Organization Development Journal, 37(2), 158 – 180.
GoK National Water Master Plan 2030.
GoK Water Act (2002)
Griffin, B., & Hesketh, B. (2001). Selection for a changing workplace. Paper presented at the 4th Australian Industrial and Organizational Psychology Conference, Sydney.
Grönroos, C. (1983). Strategic Management and Marketing in the Service Sector. Marketing Science Institute, Cambridge, MA.
Gronn, P. (1996). ‘From Transactions to Transformations: A new world Order in the study of Leadership?’ Educational Management & Administration 24(1): 7 -30.
Hall, J., Johnson, S., Wysocki, A., and Kepner, K. (2002). Transformational leadership: The transformation of managers and associates. http://edis.ifas.ufl.edu August 3, 2006.
Hair, J. F., Black, W. C., Babin, B. J. & Anderson, R. E. (2010). Multivariate Data Analysis. 7th Edition, Pearson, New York.
Hardy, L. J., Arthur, C. A., & Hardy, L. (2014). Transformational leadership: a quasi-experimental study. Leadership and Organization Development Journal, 35(1), 38 – 53.
Heger, B. K. (2007). Linking the Employment Value Proposition (EVP) to employee engagement and business outcomes: Preliminary findings from a linkage research pilot study. Organization Development Journal, 25(2), P121–P132.
Hellriegel, D., Jackson, S.E., & Slocum, J.W. (1999). Management (8th Ed.). Cincinnati, Ohio: South-Western College.
Hope Snr, R. K. (2012). Managing public Sector in Kenya: Reform and transformation for improved service performance. Journal of Public Administration and Governance. 2(4), 128 – 143.
House, R. & Aditya, R., 1997. The social scientific study of leadership: Quo vadis? Journal of Management, Volume 23, pp. 445-456.
Howell, J. M., & Avolio, B. J. (1993). The ethics of charismatic leadership: Submission or liberation? Academic of Management Executive, 6(2), 43 – 54.
Huq, Z., & Martin, T. (2000). Workforce cultural factors in TQM/CQI implementation in hospital. Health Care Management Review, 25(3), 80-103.
Jones, K. (2011). An Introduction to Statistical Modeling. School of geographical Sciences, University of Bristol, U.K.
Juergensen, T. (2000). Continuous Improvement: Mindsets, Capability, Process, Tools and Result. The Juergensen Consulting Group, Inc., Indianapolis, IN.
Katzenbach, J.R., & Smith, D.K. (1994). The Wisdom of Teams, McGraw-Hill, New York, NY.
Kavanagh, P., Benson, J. & Brown, M. (2007). “Understanding Performance Appraisal Fairness,” Asia Pacific Journal of Human Resources, 4(2), 132 – 150.
Kelly, M. L. (2003, January 1). Academic advisers as transformational leaders. The Mentor. Retrieved August 3, 2006, from http://www.psu.edu/dus/mentor/030101mk.htm
Kirkpatrick, D. L. (2006). Improving employee performance through appraisal and coaching, New York, NY: AMACOM.
Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three-charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81(1), 36 – 51.
Kothari, C. R. (2009). Human Methodology; Methods and techniques, Second Revised Edition. New Delhi: New Age International publishers.
Kothari, C. R. (2006). Determinants of the informativeness of analyst research. Journal of Accounting and Economics. Vol.41, Issue 1-2, April 2006, Pg 29-54.
Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd ed.). San Francisco, CA: Jossey-Bass.
Kuhnert, K. W. (1994). Transforming leadership: Developing people through delegation. In B. M. Bass & B. J. Avolio (Eds.), Improving organizational effectiveness through transformational leadership (pp. 10 – 25). Thousand Oaks, CA: SAGE.
Kunst, P., & Lemmink, J. (2000). Quality management and business performance in hospitals: A search for success parameters. Total Quality Management, 11, 1123-1133.
Leithwood, K., & Jantzi, D. (2000). The effects of transformational leadership on organizational conditions and student engagement with school. Journal of Educational Administration, 38(2), 112.
Lowe, K. B., & Gardner, W. L (2001). Ten years of the Leadership Quarterly: Contributions and challenges for the future. The Leadership Quarterly, 11(4), 459 – 514.
Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-anatic review of the MLQ literature. The Leadership Quarterly, 7(3), 385 – 425.
Lumbroso, D., Brown, E., & Ranger, N. (2016). Stakeholders’ perceptions of the overall effectiveness of early warning systems and risk assessments for weather related hazards in Africa, the Caribbean and South Asia. Natural Hazards, 1 – 24.
Management of Flood Control Disaster in the Lake Basin Development Authority with special reference to Kano Plains – a structural approach, LBDA, 2002.
Masters, J. (2019). Africa’s Hurricane Katrina: Tropical Cyclone Idai causes an extreme catastrophe. Weather Underground. Retrieved from https//www.wunderground.com/cat6/Africas-Hurricane-Katrina-Tropical-Cyclone-Idai Causes-Extreme-Catastrophe.
Mason, C., Griffin, M., & Parker, S. (2014). Transformational leadership development: Connecting psychological and behavioural change. Leadership & Organization Development Journal, 35(3), 174 – 194.
Mohammed, Y. G., Fernado, M., & Caputi, P. (2013). Transformational leadership and work engagement. Leadership & Organization Development Journal, 34(6), 532 – 550.
Mohanty, S., & Das, B. (2007). Service Usability and Users' Satisfaction in India: An Exploratory Study of Mobile Phone Users. The Icfai Journal of Services Marketing, 5(4), 53-66.
Moss, S. A., & Ritossa, D. A. (2007). The Impact of Goal Orientation on the Association between Leadership Style and Follower Performance, Creativity and Work attitudes.
Mugenda, M. O. & Mugenda, A., G. (2008). Social Science Research, Theory and Principles. Nairobi: Applied Research and Training Services Press.
Mugenda, M. O. & Mugenda G. A. (2003). Research Methods Qualitative and Quantitative approaches: Africa Centre for Technological Studies.
Mugenda G. A. (1999). The relationships between self-worth and financial beliefs, behavior, and satisfaction. Journal of Family and Consumer Sciences; Alexandria Vol.91, Iss.4 (1999): 76-82.
Muthoni, M. M. & Mwangi B. (2012). Effect of rewards and recognition on Job Performance in Kenya’s Public Sector. A case study of Nakuru Water and Sanitation Services Company Ltd. International Journal Science and Research.
Nemanich, L. A., & Keller, R. T. (2007). Transformational leadership in an acquisition: a field study of employees. The Leadership Quarterly, 18, 49 – 68.
Nilsson, L., Johnson, M.D., & Gustafsson, A. (2001). The impact of quality practices on customer satisfaction and business results: product versus service organization. Journal of Quality Management, 6, 5-27.
Notgrass, D. (2014). The relationship between followers’ perceived quality of relationship and preferred leadership style. Leadership & Organization Development Journal, 35(7), 605–621.
Parzinger, M.J., & Nath, R. (2000). A study of the relationships between Total Quality Management implementation factors and software quality. Total Quality Management, 11(3), 353-371.
Pierce, J. L., & Newstrom, J. W. (2000). Leaders and the leader process. New York: Irwin McGrawHill.
Pillai, R. & Williams, E.A. (2004), "Transformational leadership, self‐efficacy, group cohesiveness, commitment, and performance", Journal of Organizational Change Management, Vol. 17 No. 2, pp. 144-159.
Podsakoff, P. M., & Shamir, B. (1995). Social distance and Charisma: Theoretical notes and an exploratory study. Leadership Quarterly, 6: 562 -585.
Pun, K., & Hui, I. (2002). Integrating the safety dimension into quality management systems: a process model. Total Quality Management, 13(3), 373-391
Roszkowski, M. J. & Bean, A. G. (1990), “Believe it or not!: Longer questionnaires have lower response rates,” Journal of Business and Psychology, 4 (Summer), 495 – 509.
Roth, A. V., and Jackson, W. E. (1995). Strategic Determinants of Service Quality and Performance: Evidence from the Banking Industry. Management Science, 41, 1720-1733.
R. o. K. (2010)2. Public Sector transformation strategy, from reform to transformation. (2010 -2014). Nairobi: OPM/PSTD.
Rost, J. C., (1991). Leadership for the Twenty-First Century. New yok: Praeger.
Rust, R., Zahorik, A.J., & Keiningham, T.L. (1995). Return on quality (ROQ): Making service quality financially accountable. Journal of Marketing, 59(2), 58-70.
Saboe, K. N., Taing, M. U., Way, J. O., & Johnson. R. E. (2015). Examining the unique mediators that underlie the effect of different dimensions of transformational leadership. Journal of leadership and organizational studies, 22(2), 175 -186.
Sarros, J., & Santora, J. (2001). The Transformational-Transactional Model in Practice, Leadership and Organization. Development Journal, 22(8).
Scott, S. (2009). Fierce Leadership: A Bold Alternative to the Worst “Best” Practices of Business Today. New York: Broadway Business.
Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership. Organizational Science, 4, 577–594.
Shin, S. J. and Zhou, J. (2003). Transformational leadership, conservation and creativity: Evidence from Korea. Academy of Management Journal, 46(6): 703 -714.
Sousa, S. D., Aspinwall, E., Sampaio, P. A. & Rodrigues, A. G. (2005). Performance Measurement and Quality Tools in Portuguese Small and Medium Enterprises: Survey Results, Total Quality Management, 16(2), 277- 307.
Sousa, R., & Voss, C. (2002). Quality management re-visited: a reflective review and agenda for future research. Journal of Operations Management, 20(1), 91-109.
Stone, A. G., Russell, R. F., & Patterson, K. (2003). Transformational versus servant leadership a difference in leader focus. Servant Leadership Roundtable - October 2003. Retrieved January 20th 2011from http://www.regent.edu/acad/cls/2003servantleadershiproundtable/stone.pdf
Taguchi, G. (1979). Introduction to off-line quality control. Japanese Standards Association. Tokyo.
Tejeda, M. J., Scandura, T. A., & Pillai, R. (2001). The MLQ revisited: Psychometric properties and recommendations. The Leadership Quarterly, 12, 31 – 52.
Telekom Austria Annual Report 2006. [Online] Available: http://ar2006.telekom.at/(August 14, 2007). Telemex. (2006). Annual Report 2006.[Online] Available www.telmex.com/mx/esto/pdf/ pt_descarga.jsp? a=annual_report_2006.pdf (April, 18, 2007).
Telemex (2006). El mess in TELEMEX: A comment on Mexico-measures affecting telecommunications services. (WT/DS204/R)
Tepper, B. J., & Piecy, P. M. (1994). Structural validity of the Multifactor Leadership questionnaire: Educational & Psychological Measurement, 54, 734 - 744
The Republic of Kenya, LBDA, & JICA, (1992). Feasibility studies on Kano Plains Irrigation Project Vol.1, Vol.2 and Vol.3.
Tims, M., Bakker, A. B., & Xanthopoulou, D. (2011). Do transformational leaders enhance their followers’ daily work engagement? The Leadership Quarterly, 22, 121 – 131.
Tourish, D. (2013). The dark side of transformational leadership: A critical perspective. New York, NY: Routledge.
Tracey, J. B., & Hinkin, T. R. (1998). Transformational leadership or effective managerial practices? Group & Organization Management, 23(3), 220 – 236.
Vavra, T.G. (2002). ISO 9001:2000 and customer satisfaction. Quality Progress, 35(5), 69-75.
Wang, N., Xu, B., Chen, T. & Li, M. (2015). Empirical evaluation of rectified activations in convolutional network. arXin:1505,00853, 2015 – arxin.org.
Wilkins, John (2011): ‘Alternative Service Delivery Revisited’; Commonwealth Secretariat Discussion Paper 10; London: Commonwealth Secretariat.
Wood, M. (1997). The notion of the customer in Total Quality Management. Total Quality Management, 8(4), 181-191.
Wu, Y. (2011). Job stress and job performance among employees in the Taiwanese finance sector: The role of emotional intelligence. Social Behavior and Personality, 39(1), 21-32
Yammarino, F.J., & Dublinsky, A.J. (1994). Transformational leadership theory: Using Levels of analysis to determine boundary conditions. Personnel Psychology, 47, 787-811.
Yukl, G. A. (1999). An evaluation of conceptual weakness in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2), 285 – 305.
Zairi, M. (1994). Leadership in TQM Implementation: some case examples. The TQM Magazine, 6(6), 9-16.
DOI: http://dx.doi.org/10.61426/sjbcm.v9i2.2256
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.