Leadership styles and organization performance; a case of Narok county council in Kenya
| dc.contributor.author | Edward, .P. Naikumi | |
| dc.date.accessioned | 2020-07-22T09:28:57Z | |
| dc.date.available | 2020-07-22T09:28:57Z | |
| dc.date.issued | 2009-05 | |
| dc.description | A research dissertation submitted to the school of business and management in the partial fulfillment for the award of Bachelors degree of human resource management of Kampala international University. | en_US |
| dc.description.abstract | The research investigated the relationship between leadership styles on organizational performance as its Main objective and how it contributes to the organization performance. The research was conducted within a public service organization situated in the Rift Valley province of Kenya. The leadership styles forms the foundation which the research was based, as it suggests the various leadership styles within the leadership bracket of leaders that affect /effect performance of the organizations. The research was conducted on a background of the continued poor performance by the organization in terms of service delivery to it stakeholders. The researcher used both descriptive and correlation research designs where by the variables were matched to determine their correlation. The researcher took a sample size of 75 out of the 200 population in the council. The researcher used stratified random sampling where the stratus was grouped into categories. Data was presented using table and graphs for easier interpretation. Ethical consideration was also highly observed whereby respondents' views were treated confidential. In the research findings, it was found that autocratic leadership was widely practiced in the organization with a significant percent of 56 out of the total population sampled. The research also indicates that democratic and transformational leadership styles are the most preferred in the organization from the respondents interviewed. The researcher also concluded among other conclusions that leaders have much effect on the attitudes and behavior of the employees they are leading which in tum translate to better or poor performance of the organizations. The researcher recommended some of the recommendations among the following. Leaders should build confidence through trust. If necessary they intervene decisively. They should provide and take on rather than evade responsibility for achieving desired results. Leaders should revise objective s if conditions change. They should also support initiatives creativity and willingness to change. | en_US |
| dc.identifier.uri | http://hdl.handle.net/20.500.12306/10183 | |
| dc.language.iso | en | en_US |
| dc.publisher | Kampala international international: College Humanities and Social Sciences | en_US |
| dc.subject | Human Resource Management | en_US |
| dc.subject | Leadership styles | en_US |
| dc.subject | Organization performance | en_US |
| dc.subject | Narok county council | en_US |
| dc.subject | Kenya | en_US |
| dc.title | Leadership styles and organization performance; a case of Narok county council in Kenya | en_US |
| dc.type | Other | en_US |