INFLUENCE OF TRANSFORMATIONAL LEADERSHIP ON PERFORMANCE OF DEVOLVED SYSTEM OF GOVERNANCE; ACASE OF NYERI COUNTY
Abstract
In Today’s world we Transformational leaders who leads and work with teams to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group. The study was based on four theories namely; Transformational leadership Theory, Contingency theory, The Systems Theory and Pigous’s Theory of Economic Welfare. The study employed the descriptive survey research design. The study targeted 200 employees in the county. Questionnaires were used to collect the required information from the respondents. From the findings mentioned earlier, it was concluded Inspirational motivation affected Governance in Nyeri County Government. Many of the respondents thought there should be more leadership support on the issue of Governance in Nyeri County Government. For effective performance of Governance in Nyeri County Government the following recommendations were made. Training on importance of transformative leadership to be continuous. There should be incentive to those who practice transformative leadership, Room for farther research was as for follow; The researcher dealt with only the above factor that affected Governance performance. There need to be more areas to be looked and relooked. There is need to use other methods of study to see whether the same result can be realized. This research was concentrated in Nyeri County, there is need to have a wider research on the topic covering a wider area to compare the findings.
Key Words: Transformational Leadership, Performance, Governance
Full Text:
PDFReferences
Achimba and Amanda (2007). “Project team communication and cross sectional cooperation in new program development”. Journal of product innovation development, 7 ( 200-221)
Aiken,L, R and West (1991).Psychology testing and assessment. Allyn and Bacon University of Michigan.
Allan Bryma . (2009).Mixed methods in organizational Research in D.A .Buchanan and A. Bryman (eds) SAGE Handbook of organizational Research methods, Land, Sage.
Ambrose and Tucker (2008) Conflict Transformation, A Longitudinal Investigation of the Relationships Between Different Types of Intragroup Conflict and the Moderating Role of Conflict Resolution; Small Group Research Vol.39, No.3, June 2008, 278–302; Sage Publications.
Boerner, Eisenbeiss and Griesser. (2007): Construction Industry Clients: A survey of their Attributes and Project Management Practices, Construction Management and Economics Journal, 9, 327 – 342.
Bresmen, M.J and haslan, C. O. (2010) construction industry clients: A survey of their attributes and project management practices, Construction management and economics journal, 9, 327-342
Brigit Oslen (2011) unpublished thesis. Transformational leadership behavior among future search leaders. Northpark University, college of social and behavior sciences, Walden University.
Caldwell & Milken (2008) “Key performance indicators for project Implementation” International journal of project management, 13 (169-172).
Carless (2005).Five factor model of personality and transformational leadership. Journal of applied psychology, 85 (5) 751-65.
Connolly & Viswesuaran (2009).“The role of Effectivity in job satisfaction: a meta-analysis”, Personality and individual differences, 29 (2), 265-281.
Diekmann& Van Nelson (2009).The Effect of Attitudinal Differences on Interface Conflicts in Large Scale Construction Projects: A Case Study, Construction Management and Economics Journal, 20, 365 – 377.
Dvir (2008) Transferring projects top their final users; the effect of planning and preparations for commissioning of projects success. Published by the international journal of project management. Vol. 23, issue 4 pg 257-265
Dubinsky & Hall (2005). Transformational leadership: an initial investigation in sales management, Journal of organizational behavior, 21 pp. 14-162
Hall (2008).Transformational leadership. The transformation of managers and associates, UF university of Florida , IFAS extension, 1-3.
Hardy (2010). Instructor’s transformational leadership. University student attitude and ratings. Psychological Reports, 92, 395-402.
Harmon, K.M.J. (2003): Dispute Review Boards and Construction Conflicts: Attitudes and Opinion of Construction Industry Members, (Doctoral Thesis, Nova Southeast University) 201
Ingram (2007): Improving project collaboration: start with the conflicts: International Journal of Project Management, Vol. 22, Issue 6, 447 – 454.
Jack and Clark (1998).Project control and organization in NEDC construction Industry sector Group guidelines for the management of major projects. London HM50.
Johnson and Anthony (2004) Sampling techniques (3rded).
Jorg and Schyns (2004): A Multi-faceted Approach to Process Conflict: 15th Annual Conference of the International Association for Conflict Management, Salt Lake City, Utah.
Kellowway, Barling and Heller, (2000).Enhancing transformational leadership: the roles of training and feedback, leadership & organization Development journal, vol 21,
Kelly,(2003). Developing transformational leaders: the full range leadership model in action, Industrial and commercial Training ,vol.38,No 1.
Kerote O. A. (2007). The Role of the Local Community in the Management ofConstituency.
Kerzer, K., (2008). Project Management a Systems Approach to Planning, Scheduling andControlling.Eight Edition.John Wiley & Sons, Inc. Hoboken, New Jersey.
Krahn&Harterman (2006). Important leadership competencies for project managers: Thefit between competencies and project characteristics. Proceedings in the PMIresearch conference, London.
Langford,D.A.KennedyP and Sommerville, J. (2009) Contingency Management ofConflict: Analysis of Contract Interfaces in Fenn, P. and Gameson, R., Construction Conflict: Management and resolution, E & FN Spon, London
Lechler (2008) .Empirical evidence of people as project success factors. In R. Lundin, F.Hartman eds, projects as business constituents and guiding motives, UnitedKingdom, Kluwer academic publishers 217-221.
Martin Kinnander (2011). Conflictmanagement styles within project teams. Projectmanagement journal 16 222- 234
McColl-Kennedy (2008).Radical project management just enough series. Prentice hall, PTR, Upper Saddle River
Morgan,D. L. (2007). Paradigms lost and pragmatism regained: Methodological implications of combining qualitative and quantitative methods. Journal of MixedMethods Research, 1(1), 48-76.
Ndege(2013) Influence of CDF projects on implementation of educational programmes.Published thesis university of Nairobi.
Ndiritu (2012) Effects of principals transformational leadership characteristics on students’ academic performance in secondary schools in Nairobi county, published thesis, university of Nairobi.NTA report, National Taxpayers, 2012/2013
Owour (2013) CDF projects.Published thesis for masters in project planning andmanagement
Ozaralli, N. (2003) Effects of Transformational leadership on empowerment and teameffectiveness, Leadership and organizational journal ,vol.24.No.6.
Patton, M. Q. (1990). Qualitative evaluation and research methods (2nd edition) Newburg Park, Sage Publication Inc
Prabhakar (2012) The logical framework method for defining project success. Project management journal
Rahim (2008) Implementing top management plans through project management.project management handbook, Management and Economics Journal, 20, 365 – 377.
Rai and Sinh (2007).Transformational leadership in context: Face-to-face and virtualteams. Leadership Quarterly, 20 (3), 343. Retrieved April 1, 2010, fromABI/INFORM Global.
Ruggie (2009) Development of a partnering performance index (PPI) for constructionprojects in for HMK key. A depth study construction management and economics25 (12) 1219-1237
Sadigoklu&Zehir (2010) Key performance indicators for measuring construction success,benchmarking. An international journal 11 (2) 203=221
Salem (2012) Project management, cost, time and quality, two best guesses and aphenomenon, it’s time to accept other success criteria. International journal ofproject management
Saunders, Lewis & Thornhill (2009). Research methods for Business students, Prentice
Slevin& Pinto (2006).Balancing strategy and tactics in project implementation. Sloan management review. Vol. 29, No. 6, 341.
Shieh(2009).Measurement of project success.International journal of project management, 6 (3) 164-70.
Slevin& Pinto (2006).Criteria for project success, an exploratory re-examination. International journal, 2009, 19 (31), 67-73
Thamhain & Wileman (2009).Conflicts and Disputes in Construction. Construction Management and Economics Journal, 15, 513-518.
Thomas Kilman& Ralph Kilman (1974) .Developing a forced measure of conflict handling behavior
Thomas, K.W &Kilman (1978). Comparison of four Instruments conflict Behaviour psychological Reports.
Yammarino& Dubinsky (1994).Leadership in organizations, Upper Saddle, NJ. Prentice Hall
Yukl (2006).Leadership in Organizations (6th ed.). Upper Saddle River, NJ: Pearson Education, Inc. Atkinson, T. N. (2002). The institutional construction and transformation of university research administration. Research
Zungura, M (2014) Understanding New Public Management within the Context of Zimbabwe.Pretoria South Africa: University of South Africa.
DOI: http://dx.doi.org/10.61426/sjbcm.v5i4.977
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.