THE RELATIONSHIP BETWEEN SELF-AWARENESS AND EFFECTIVE LEADERSHIP IN COUNTY GOVERNMENTS IN KENYA
Keywords:
Self-awareness, effective leadership and County GovernmentsAbstract
Purpose: The main objective of this study was to establish the relationship between self-awareness and effective leadership in County Governments in Kenya.
Methods: The study adopted descriptive survey research design. The target population of the study was 3,190 County Officials. A stratified sampling technique was used to gather for proper representation of the entire population. Data collection instrument used was a questionnaire. Quantitative data was analyzed statistically yielding frequencies, percentages, means and standard deviations, while inferential statistical tools such as correlation and regression were used to determine and explain variable relations by use of SPSS Version 22 program. Analysis of variance (ANOVA) was used to test for significant differences in three categories of county officers and data were presented in the form of tables, figures and charts.
Results: The results of correlation analysis showed that there was a moderately strong, positive and significant relationship between self-awareness and effective leadership. These finding implied that increase in self-awareness positively resulted to increase in effective leadership. This univariate regression results also confirmed that there is a positive linear relationship between self-awareness and effective leadership.
Unique Contribution to Theory, Practice and Policy: The study recommends county government, public institutions and private entity that wish to gain from the significant impact of self-awareness should hire employee with high self-confidence, accurate self-assessment and generally high self-awareness. The organisations should also during the induction process conduct self-awareness evaluation and offers training where necessary. Improving self-awareness of employees with enhance their leadership qualities hence benefiting the organisation.
Downloads
References
Bass, B.M. and Riggio, R.E. (2006). Transformational Leadership (Second Edition), Routledge
Boyatzis, R. E., Smith, M. L., Van Oosten, E., & Woolford, L. (2015).Developing resonant leaders through emotional intelligence, vision and coaching. Organizational Dynamics, 42(1), 17-24.
Boyatzis, R. E., Smith, M. L., Van Oosten, E., & Woolford, L. (2013).Developing resonant leaders through emotional intelligence, vision and coaching. Organizational Dynamics, 42(1), 17-24.
Bratianu, C. (2016). Knowledgedynamics. Management Dynamics in the Knowledge Economy, 4(3), 323
Caldwell, C., & Hayes, L. A. (2016). Self-efficacy and self-awareness: moral insights to increased leader effectiveness. Journal of Management Development, 35(9), 1163-1173
Cascio, W. F., & Luthans, F. (2014). Reflections on the metamorphosis at Robben Island: The role of institutional work and positive psychological capital. Journal of Management Inquiry, 23(1), 51-67
Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23(3), 443-455
Cherniss, C. (2010). Emotional intelligence: New insights and further clarifications. Industrial and Organizational Psychology, 3(2), 183-191
Chopra, P. K., & Kanji, G. K. (2010). Emotional intelligence: A catalyst for inspirational leadership and management excellence. Total Quality Management, 21(10), 971- 1004
Clarke, N., & Mahadi, N. (2011). Chapter 9 Emotional Intelligence as a Moderator of the Quality of Leader-Member Exchange and Work-Related Outcomes. In What Have We Learned? Ten Years On (pp. 227-254)
Di Fabio, A., & Kenny, M. E. (2016). From decent work to decent lives: positive self and relational management (PS&RM) in the twenty-first century. Frontiers in psychology, 7, 361.
Dinh, J. E., & Lord, R. G. (2012). Implications of dispositional and process views of traits for individual difference research in leadership. The Leadership Quarterly, 23(4), 651-669
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62
Dulewicz, V. & Higgs, M. (2003).Leadership at the top: the need for emotional intelligence in organizations. The International Journal of Organizational Analysis, 11(3) 193- 210
Føllesdal, H., & Hagtvet, K. (2013). Does emotional intelligence as ability predict transformational leadership? A multilevel approach. The Leadership Quarterly, 24(5), 747-762
Furunes, T., Mykletun, R. J., Einarsen, S., & Glasø, L. (2015). Do low-quality leader-member relationships matter for subordinates? Evidence from three samples on the validity of the Norwegian LMX scale. Nordic Journal of Working Life Studies, 5(2), 71
Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press
Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). Leader vision and the development of adaptive and proactive performance: a longitudinal study. Journal of Applied Psychology, 95(1), 174
Jordan, P. J., Dasborough, M. T., Daus, C. S., & Ashkanasy, N. M. (2010). A call to context. Industrial and Organizational Psychology, 3(2), 145-148
Kaplan, S., Cortina, J., & Ruark, G. A. (2010). Oops"¦. We Did It Again: Industrial-Organizational's Focus on Emotional Intelligence Instead of on Its Relationships to Work Outcomes. Industrial and Organizational Psychology, 3(2), 171-177
Kark, R., & Shamir, B. (2013). The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition. Emerald Group Publishing Limited
Kearns, K. P., Livingston, J., Scherer, S., & McShane, L. (2015). Leadership skills as construed by nonprofit chief executives. Leadership & Organization Development Journal, 36(6), 712-727
Mayer, J.D., Salovey, P., Caruso, D.R., and Sitarenios, G. (2008), Measuring emotional intelligence with the MSCEIT V2.0, Emotion 3(1) 97 - 105
Mittal, V., & Sindhu, E. (2012). Emotional intelligence and leadership. Global Journal of Management and Business Research, 12(16
Palmer, B., Walls, M., Burgess, Z., & Stough, C. (2001). Emotional intelligence and effective leadership. Leadership & Organization Development Journal, 22(1), 5-10
Porter, 2012; Boyatzis, R. E., Rochford, K., & Taylor, S. N. (2015). The role of the positive emotional attractor in vision and shared vision: toward effective leadership, relationships, and engagement. The Impact of Shared Vision on Leadership, Engagement, and Organizational Citizenship,
Sadri, G. (2012). Emotional intelligence and leadership development. Public Personnel Management, 41(3), 535-548
Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, cognition and personality, 9(3), 185-211
Salovey, P., Mayer, J. D., Caruso, D., & Yoo, S. H. (2007). Chapter 11: The positive psychology of emotional intelligence. Counterpoints, 336, 185-208
Schyns, B., Kroon, B., & Moors, G. (2008). Follower characteristics and the perception of leader-member exchange. Journal of Managerial Psychology, 23(7), 772-788
Thory, K. (2016). Developing meaningfulness at work through emotional intelligence training. International Journal of Training and Development, 20(1), 58-77
Ugoani, J. N. (2017). Emotional intelligence and successful change management in the Nigerian banking industry. Independent Journal of Management & Production, 8(2), 335-361
Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25(1), 83-104
Warwick, J., Nettelbeck, T., & Ward, L. (2011). A response to Antonakis and Dietz: Looking for validity or testing it?. Personality and Individual Differences, 50(3), 416-417
Downloads
Published
How to Cite
Issue
Section
License
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
