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

2.  Interest in organizational theory and behaviour  Major transformation in the higher education sector  Role of leadership in dealing with the change Sunday, October 25, 2015 2 A Mbithi (AIBUMA)

3.  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

4.  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

5.  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

6.  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

7.  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

8. 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.

9.  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

10.  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

11.  Response rate = 73% (38 out of 52)  Gender: Male dominated (84%)  Years of service  1 – 10 = 80% Sunday, October 25, 2015 11  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)

12. Transformational Leadership AspectNo. ItemsMean score Intellectual Stimulation 44.25 Idealized influence 44.60 Inspirational Motivation 44.67 Attributed Charisma 4 4.45 Individualized Consideration 44.15 Table 3, Pg 13 Sunday, October 25, 2015 12 Organizational Performance AspectNo. ItemsMean score OP94.23 Table 4, Pg 14 A Mbithi (AIBUMA)

13.  Objective was achieved  Hypothesis was supported  TL-TS theory (Bass, 1985) on influence of TL on OP was confirmed Sunday, October 25, 2015 13 AspectStatisticScore Multiple CorrelationR0.68 Explanatory power (Coefficient of determination)R2R2 0.46 Resulting ModelY = 1.072X - 9.885 Significance of overall modelF30.78 (sig. F < 0.001) Significance of parameter (β) T5.55 (p <0.001) A Mbithi (AIBUMA)

14. Sunday, October 25, 2015 14 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 = IS0.6540.428 Y = 25.408 + 0.701X 26.9750.0015.1940.001 b) X = II0.3790.144 Y = 30.047 + 0.596X 6.0450.0192.4590.019 c) X = IM0.5910.349 Y = 1.016X – 10.338 19.3370.0014.3970.001 d) X = AC0.4930.243Y= 28.27 + 0.637X11.5790.0023.4030.002 e) X = IC0.6150.379 Y = 29.577 + 0.662X 21.9340.0014.6830.001 f) X = TL0.6790.461Y = 1.072X - 9.88530.7670.0015.5470.001 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

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, 2015 15 A Mbithi (AIBUMA)

16.  Cross-sectional method in data collection  Self-reports by top leadership  Quantitative versus qualitative research in understanding complex leadership behaviours Sunday, October 25, 2015 16 A Mbithi - AIBUMA

17.  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, 2015 17 A Mbithi - AIBUMA

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