THE EFFECT OF INTEGRATIVE LEADERSHIP STYLE ON ORGANIZATIONAL COMMITMENT AS MODERATED BY EMPLOYEE PARTICIPATION IN TECHNICAL INSTITUTIONS IN KENYA

David Njoroge

Abstract


The existing literature has shown that leadership style, employee participation and organizational commitment are interrelated. However, researchers have not yet directly measured the relationship between integrative leadership style and organizational commitment as moderated by employee participation. The purpose of the study was to determine the effect of integrative leadership style on organizational commitment as moderated by employee participation in technical institutions in Kenya. The study population was all the 3114 lecturers in the 47 technical institutions in Kenya. A sample of 343 respondents was used. Multistage sampling, stratified sampling and simple random sampling techniques were adopted to get the sample institutions and twenty two gender-based members from each institution to be included in the study.  Questionnaires were distributed to the selected respondents within each institution. Data analysis was done by use of descriptive statistics. In addition, binary logistic regression was applied in order to analyze the effect of integrative leadership style on organizational commitment as moderated by employee participation.

Key words-Employee participation, integrative leadership style, laissez-faire leadership, organizational commitment, transformational leadership and transactional leadership.


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