PAPER PRESENTED IN THE 6 TH AIBUMA CONFERENCE, SOB, UON BY DR. ADELAIDE MBAIKA MBITHI JULY 10, 2015

 Interest in organizational theory and behaviour  Major transformation in the higher education sector  Role of leadership in dealing with the change Sunday, October 25, A Mbithi (AIBUMA)

 Challenges call for reforms in the management and governance styles of the institutions  Require a leadership that can direct the change, maintain staff morale while creating academic excellence  TL fits the description => Topic Sunday, October 25, 2015 A Mbithi (AIBUMA) 3

 TL - Process in which leaders and followers help each other to advance to a higher level of morale and motivation, creating significant changes in the lives of people and organizations (Burns, 1978)  Elements: - ◦ Idealized influence => Charisma ◦ Inspirational motivation ◦ Intellectual stimulation ◦ Individualised consideration Sunday, October 25, 2015 A Mbithi (AIBUMA) 4

 Organizational Performance: ◦ Kaplan and Norton (1996) BSC =>financial measures be supplemented with measures that reflect customer satisfaction; internal business processes; ability of an organization to learn and grow  Focus of study => all universities in Kenya that are fully fledged Sunday, October 25, 2015 A Mbithi (AIBUMA ) 5

 Anchored on the TF-TS leadership theory (Bass, 1985)  Other theories of interest  Contingency theories of leadership,  Behavioural theory of change  Social learning theory Sunday, October 25, 2015 A Mbithi (AIBUMA) 6

 Hancott (2005) examined TL & OP in the top 100 public companies in Canada as measured by total revenue found that TL is a common style practiced by leaders of the best performing public companies in Canada.  Ross and Offermann (1997), in a study to demonstrate performance effects of transformational leaders on their work groups, found that leaders affect their subordinates' performance both directly and indirectly means.  Ndiritu (2012) examined the relationship between TL characteristics of secondary school principals and students’ in the KCSE performance and found a statistically significant relationship between TL characteristics and students’ performance. Sunday, October 25, 2015 A Mbithi (AIBUMA) 7

Research Objective To determine the relationship between TL & OP of universities in Kenya Sunday, October 25, 2015 A Mbithi (AIBUMA) 8 Research Question Does TL influence the performance of universities in Kenya? Hypothesis TL has an effect on the performance of universities in Kenya.

 Adopted objective (positivism) approach to research  A descriptive survey design  Data collection: cross-sectional (April 2014)  Population: All the fully-fledged universities in Kenya (52)=> a census Sunday, October 25, 2015 A Mbithi (AIBUMA) 9

 Data: Primary  Respondents: 2 responses per university (VC, and/or DVCs):  Validity: construct & Content use of experts and pre-testing  Reliability: Chronbach alpha coefficient values of 0.7 and above were obtained Sunday, October 25, 2015 A Mbithi (AIBUMA) 10

 Response rate = 73% (38 out of 52)  Gender: Male dominated (84%)  Years of service  1 – 10 = 80% Sunday, October 25,  Tenure (Current position)  1 – 5yrs = 86%  Age of institution  Average 10yrs = 55.3%  <5yrs = 39%  Institution’s size (No. of students)  <5,000 = 50%  >25,000 = 13% A Mbithi (AIBUMA)

Transformational Leadership AspectNo. ItemsMean score Intellectual Stimulation Idealized influence Inspirational Motivation Attributed Charisma Individualized Consideration Table 3, Pg 13 Sunday, October 25, Organizational Performance AspectNo. ItemsMean score OP94.23 Table 4, Pg 14 A Mbithi (AIBUMA)

 Objective was achieved  Hypothesis was supported  TL-TS theory (Bass, 1985) on influence of TL on OP was confirmed Sunday, October 25, AspectStatisticScore Multiple CorrelationR0.68 Explanatory power (Coefficient of determination)R2R Resulting ModelY = 1.072X Significance of overall modelF30.78 (sig. F < 0.001) Significance of parameter (β) T5.55 (p <0.001) A Mbithi (AIBUMA)

Sunday, October 25, A Mbithi (AIBUMA) Summary of the Results of Regression Analysis on the Effect of TL on Performance Hypothesis Independent variable (TL) aspects RR2R2 Resulting Model Model Significance Parameter Significance F StatisticSig FT valueP-value H1:Transformational leadership has an effect on the performance of universities in Kenya OP = ƒ(TL) NB 1: TL is disaggregated as IS, II, IM, AC, IC (rows a, b, c, d, & e). NB 2: TL is aggregated (as a mean score of all individual aspects) (row f). a) X = IS Y = X b) X = II Y = X c) X = IM Y = 1.016X – d) X = AC Y= X e) X = IC Y = X f) X = TL Y = 1.072X Where: Y = Performance, X = Transformational leadership, R = Strength of the relationship between X & Y, R 2 is the goodness of fit of the resulting model, F statistic tests the overall significance of the resulting model T statistic tests the significance of individual parameter (beta coefficient) Source: Research Data Table 6 Pg 15

 Policy:  Transformational leadership for universities - TL  Nurturing  Practice:  A leadership that has skills & competence in TL => Training  Theory:  Confirmed the universality of the TL- TS theory Sunday, October 25, A Mbithi (AIBUMA)

 Cross-sectional method in data collection  Self-reports by top leadership  Quantitative versus qualitative research in understanding complex leadership behaviours Sunday, October 25, A Mbithi - AIBUMA

 Transformational leadership explains 46% of performance. Need for a study to establish other factors & their contribution to performance  Compliment current study with longitudinal research, as well as use of other methodologies (such as in-depth case studies, face-to-face interviews, observation).  Research measuring study variables from both leaders and the employees/stakeholders perspective be undertaken Sunday, October 25, A Mbithi - AIBUMA

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