Influence of Intellectual Stimulation Dimension on Organizational Performance of The South Eastern Kenya Economic Bloc (SEKEB) Counties. The Moderating Role of Innovation

  • Raphael K. Kinara School of Business and Economics, Kisii University, P.O. Box 408 – 40200, Kisii, Kenya
  • Josephine Ondari School of Business and Economics, Kisii University, P.O. Box 408 – 40200, Kisii, Kenya
  • Stella Omari School of Business and Economics, Kisii University, P.O. Box 408 – 40200, Kisii, Kenya
  • Caleb Akuku School of Business and Economics, Kisii University, P.O. Box 408 – 40200, Kisii, Kenya
Keywords: Intellectual Stimulation, Organisational Performance, Transformational Leadership and South Eastern Kenya Economic Bloc (SEKEB).

Abstract

County governments in Kenya are devolved units which came into effect in 2013 after the promulgation of the new constitution. County government performance has faced a number of challenges emanating from the type of leadership embraced by each particular county. It is on this basis that this research focused on establishing the influence of transformational leadership dimensions on organizational performance of the South Eastern Kenya Economic Bloc (SEKEB) counties with the moderating role of innovation. The specific objective was to establish the influence of intellectual stimulation on organisational performance of the county governments in the South Eastern Kenya Economic Bloc. The main theory which informed this study was transformational leadership theory. It was supported by strategic leadership, resource based view and stakeholder theories. The study was guided by pragmatism philosophical approach. A descriptive research design was used. The target population was 408 with sample size of 289 respondents employed. Stratified random sampling technique was used for this study. Instrument of data collection was questionnaires. Reliability was ensured through the pilot study conducted at Kisii County and ascertained through the Cronbach’s alpha test. Validity was ascertained by conducting confirmatory factor analysis. Analysis of the results was conducted using descriptive statistics; mean standard deviation, percentages and frequencies. Pearson-moment correlation coefficient was used to establish the strength of the relationship. Simple linear and hierarchical multiple regression were used to estimate the relationship between variables. The analysed data was presented in tables, graphs, charts and figures. Research results indicated that intellectual stimulation did not have a statistically significant influence on the outcome of organisational performance of South Eastern Kenya Economic Bloc. The study recommends that county leaders need to accept employee innovative ideas that are geared towards improving performance, involve the employees in the process of addressing county problems and allowing employees to participate in decision making pertaining to their work.

References

Agyemang, F. G., Boateng, H., & Dzandu, M. D. (2017). Examining Intellectual Stimulation, Idealised Influence and Individualised Consideration as an Antecedent to Knowledge Sharing: Evidence from Ghana. Knowledge Management and E-Learning, 9(4).

Angela, C.K., George, O.K & Kefah, N., (2017). Influence of Idealised Influence and Individualised Consideration on Organisational Commitment in Commercial Banks in Kenya. American Journal of Leadership and Governance, 1 (2), 39-62.

Arthur, S.S.N., & Priscilla, N., (20220 The Influence of Intellectual Stimulation on the Performance of Kenya Airways. International Journal of Social Science and Humanities Research, 10 (4), 462-467

Bass, B. M., & Riggio, R. E. (2005). Transformational leadership: Second edition. In Transformational Leadership: Second Edition.

Carter, S. M., & Greer, C. R. (2013). Strategic Leadership: Values, Styles, and Organizational Performance. Journal of Leadership &Organizational Studies, 20 (4), 375 –393.

Ciulla, J. B. (Ed.). (2014). Ethics, the heart of leadership. ABC-CLIO. https://www.quora.com

Creswell, J. W. (2014). Research Design: Qualitative, Quantitative and Mixed Methods Approaches (4th ed.). English Language Teaching, 12(5).

Doval, C. (2020). Organisational Performance by the Process of Knowledge Creation. Review of General Managent, 32 (2).

Fitza, M.(2017). How Much Do Ceos Really Matter? Reaffirming That the Ceo Effect is Mostly Due to Chance. Strategic Management Journal, 38 (3), 802–811.

Hassan, K.M., (2019). Transformational Leadership; A Constructive Analysis of Leadership Behaviour. International Journal of Business and Management invention, 8, (3), 51-57.

House, R. J., & Aditya, R. N., (1997). The Social Scientific Study of Leadership: Quo Vadis? Journal of Management, 23 (3), 409 – 473.

Jerobon, T., Kimutai, G., & Kibet, Y. (2016). Evaluation of Effects of Transformational Leadership and Employee Performance: A Survey of Nandi County Government. In IOSR Journal of Business and Management, 18 (11).

Jaleha, A.A. (2018). Strategic Leadership and Organisational Performance. European Scientific Journal, 14 (35), 1857-7881.

John, K.M.A.I., & Christopher ,K., (2015). Influence of Intellectual Stimulation and Individualised Consideration in Effective organisational Performance in State-Owned Banks in Kenya. International Journal of Research in Applied natural and Social Sciences, 3 (10), 111-120.

Kemal M. (2015). Understanding Leadership and Factors that Influence Leaders Effectiveness. European Journal of Business and Management 7(33), 248-254.

Komakech, E., Obici, G & Mwesigwa, D., ( 2021). Intellectual Stimulation and Employee Performance. Reflections on Middle-level Health Care Workers in Lira District Uganda. International Journal of Thesis Projects and Dissertation (UTPD), 9 (12).

Ljungholm, D. P. (2014). Transformational leadership behaviour in public sector organizations. Contemporary Readings in Law & Social Justice, 6(1), 76-81.

Nayak, S. (2016). Strategic Leadership ; Issues & Challenges ( A study in secondary iron & steel industries in Karnataka ). Journal of Research of Humanities and Social Science, 4(4).

Nyakomitta, O. K. (2018). Influence of Intellectual Stimulation on the Performance of Commercial Banks in Kenya. European Journal of Business and Strategic Management, 3(8), 32-46.

Odumeru, J. A & Ifeanyi, G. O., (2013). Transformational Leadership Versus Transanctional Leadership Theories: Evidence in Literature. International review and Business Research, 2 (2).

Ogola, M.G.O., Sikalieh, D., & Linge, T. K., ( 2017). The Influence of Intellectual Stimulation Leadership Behaviour on Employee Performance in SMEs in Kenya. International Journal of Business and Social Science, 8 (3).

Orabi, T.G.A., (2016). The Impact of Transformational Leadership Style on Organisational Performance Evidence for Jordan. International Journal of Human Resource Studies, 6,(2).

Quigley, T. J., & Graffin, S.D. (2017). Reaffirming the CEO Effect is Significant and Much larger than Chance: A Comment on Fitza (2014). Strategic Management Journal, 38 (3), 793– 801.

Qutoshi, S. B. (2018). Phenomenology: A Philosophy and Method of Inquiry.Journal of Education and Educational Development, 5(1).
Published
2023-05-18
How to Cite
Kinara, R., Ondari, J., Omari, S., & Akuku, C. (2023, May 18). Influence of Intellectual Stimulation Dimension on Organizational Performance of The South Eastern Kenya Economic Bloc (SEKEB) Counties. The Moderating Role of Innovation. African Journal of Education,Science and Technology, 7(3), Pg 826-844. https://doi.org/https://doi.org/10.2022/ajest.v7i3.917
Section
Articles