EFFECTS OF LEADERSHIP STYLE AS A DETERMINANT FACTOR ON EMPLOYEE DISENGAGEMENT IN PRIVATE ORGANIZATION IN KENYA (A CASE OF A NON GOVERNMENTAL ORGANISATION IN KENYA)
Abstract
Many studies show that the working population can be divided into several categories; people who are engaged (loyal and productive), those who are not engaged (just putting in time), and those who are actively disengaged (unhappy and spreading their discontent). Employee commitment, productivity and retention issues are emerging as the most critical workforce management challenges of the immediate future, driven by employee loyalty concerns, corporate restructuring efforts. Productivity and retention generally fall further as employees become distracted, confused and preoccupied with potential outcomes following these transitions like restructuring, downsizing, mergers, acquisitions as well as even rapid growth. The purpose of this study was to investigate leadership style as a determinant factor to employee disengagement in private organizations in Kenya with a case study of a nongovernmental organization in Kenya from which the analysis of the research objectives can be used to analyze other private organizations. The study will on practical level equip private organizations with useful information on managing leadership of different teams within an organization. The other private and even governmental organizations can draw learning experiences from the study to implement in their workplaces to enhance their production and sales volumes. Descriptive survey was used in the study. The study used semi-structured questionnaire targeting a population of 420 employees with a sample size of 36. The study used stratified random sampling technique and primary data. The findings shared common similarities with the themes of literature review and confirmed that there is a relationship between disengagement and leadership styles. Employees can attain high level of satisfaction which is attributable to leadership, their styles and obligations towards employers. Results indicated the management ought to conduct attitude surveys that will include satisfaction level, interpersonal relations, communication and leadership styles and the interpretation used to influence employees’ actions towards work in order to change the status quo. Leaders need to build appreciation with and acquire personal values of those who are giving their energy and talent to accomplish the shared objectives.
Key Words: Determinants, Employee Disengagement, Private Organizations, non-governmental institutions; leadership styles, charismatic leadership style, visionary leadership style, classic leadership style, transactional leadership style
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DOI: http://dx.doi.org/10.61426/sjbcm.v3i4.319
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