TRANSFORMATIONAL LEADERSHIP AND EMPLOYEE PRODUCTIVITY IN PARASTATALS IN KENYA: A CASE OF KENYA MEDICAL SUPPLIES AUTHORITY

Author

Elizabeth Cheptoo,Emmanuel Awuor


Abstract

This study examined the influence of transformational leadership on employee productivity at the Kenya Medical Supplies Authority (KEMSA). Specifically, the study examined the influence of idealized influence, inspirational motivation, and intellectual stimulation and individualized consideration on employee productivity. The study was guided by Transformational Leadership Theory, Social Exchange Theory, Self-Determination Theory and Path-Goal Theory. A descriptive correlational research design was adopted. The target population comprised 604 KEMSA employees drawn from eleven departments, from which a sample of 241 respondents was selected; 218 usable questionnaires were returned, giving a response rate of 90.5%. Data were collected using a structured questionnaire and analyzed using descriptive and inferential statistics. Descriptive analysis involved frequencies, percentages, means and standard deviations, while Pearson correlation and multiple regression analysis were used to establish the relationships between transformational leadership dimensions and employee productivity. The findings showed that transformational leadership dimensions were positively associated with employee productivity. Idealized influence had a significant positive relationship with employee productivity (r = .682, p < .01), while inspirational motivation recorded a strong positive relationship (r = .714, p < .01). Intellectual stimulation was also positively related to employee productivity (r = .641, p < .01), as was individualized consideration (r = .696, p < .01). The multiple regression model was statistically significant, F(4, 213) = 128.64, p < .001, with transformational leadership dimensions explaining 64.2% of the variation in employee productivity (R² = .642). All four dimensions made statistically significant positive contributions to employee productivity. Inspirational motivation recorded the largest standardized regression coefficient (β = .318), followed by individualized consideration (β = .259), idealized influence (β = .201) and intellectual stimulation (β = .177). The study concludes that transformational leadership is significantly associated with employee productivity at KEMSA. The study recommends strengthening transformational leadership through effective communication of organizational vision, employee recognition, coaching and mentoring, ethical leadership, continuous learning and opportunities for innovation. The findings contribute empirical evidence on transformational leadership and employee productivity and provide useful insights for leadership practice, human resource management and future research in Kenyan parastatals.


Keywords

Transformational Leadership, Employee Productivity, Parastatals, Employee Motivation, Organizational Performance, Public Sector Management, Kenya Medical Supplies Authority (KEMSA).



Full Text:

Download Paper PDF


References


  • Ahmed, S., Malik, R., & Hassan, A. (2021). Transformational leadership and employee productivity in public healthcare institutions. International Journal of Public Administration, 44(12), 1023–1037.
  • Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
  • Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
  • Bass, B. M., & Riggio, R. E. (2022). Transformational leadership(2nd ed.). Psychology Press.
  • Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Choi, Y., & Lee, H. (2022). Intellectual stimulation and employee performance in public institutions: The mediating role of innovation. Public Organization Review, 22(4), 755–773.
  • Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Plenum Press.
  • Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2021). Do ethical, authentic, and transformational leadership explain employee outcomes? Evidence from contemporary leadership research. Journal of Management Studies.
  • House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321–339.
  • Karanja, P., & Wanjiru, M. (2023). Transformational leadership and employee performance in Kenyan state corporations. International Journal of Business and Social Science, 14(2), 45–59.
  • Kenya Medical Supplies Authority. (2024). Annual report and financial statements 2023/2024. Kenya Medical Supplies Authority.
  • Khan, A. R., & Fatima, N. (2021). Transformational leadership and employee performance in public organizations: The mediating role of organizational commitment. Journal of Public Affairs, 21(4), e2314.
  • Kiprono, C., & Cheruiyot, R. (2023). Transformational leadership and employee performance among Kenyan state corporations. African Journal of Business Management, 17(4), 112–126.
  • Mutua, P., & Njoroge, J. (2023). Transformational leadership and employee performance in Kenyan county governments. Journal of Public Administration and Governance, 13(2), 95–112.
  • Nguyen, T., & Luu, H. (2022). Transformational leadership and employee performance in Vietnamese state corporations. Asia-Pacific Journal of Business Administration, 14(3), 402–420.
  • Northouse, P. G. (2022). Leadership: Theory and practice(9th ed.). Sage Publications.
  • Ouma, D., & Mwangi, F. (2025). Transformational leadership practices and employee productivity in Kenyan government agencies. International Journal of Public Leadership, 21(1), 30–48.
  • Public Service Commission. (2023). Public Service Commission annual report for the financial year 2022/2023. Government of Kenya.
  • Rahman, M., Ismail, A., & Yusuf, H. (2021). Transformational leadership and employee engagement in Indonesia's public sector. International Journal of Organizational Analysis, 29(6), 1532–1549.
  • Wambui, E., & Kihoro, J. (2023). Transformational leadership and employee performance in selected Kenyan state corporations. Journal of Human Resource and Leadership, 8(2), 15–31.
  • Xia, Y., & Jang, G. (2024). A framework for transformational leadership to enhance teachers' work performance. Frontiers in Psychology.
  • Yamane, T. (1967). Statistics: An introductory analysis(2nd ed.). Harper & Row.
  • Yukl, G. (2020). Leadership in organizations(9th ed.). Pearson.
  • Yukl, G. (2023). Leadership in organizations(10th ed.). Pearson Education.

 

Share your valuable work from Social Media Buttons