EFFECT OF LEADERS INTEGRITY AND ETHICS TRAINING ON PERFORMANCE OF STATE CORPORATIONS IN KENYA: A CASE STUDY OF KENYA REVENUE AUTHORITY

Authors

  • Nyamongo Ben Barare Management University of Africa
  • Dr. Leonard Wambua Management University of Africa

Keywords:

Ethics Training, Leaders Integrity, Performance, State Corporation

Abstract

Purpose: The purpose of the study was to determine the effect of leaders integrity and ethics training on performance of state corporations in Kenya.

Methodology: The study adopted a descriptive survey. Target population was composed of 320 employees of Kenya Revenue Authority. The sample size consisted of 175 respondents who were drawn from the senior level management, middle level management and non-management staff all of whom are members of Kenya Revenue Authority. Stratified random sampling was employed in constituting the sample since it enables inclusion of all divisions in the sample. Data was obtained using questionnaires, containing both open ended and closed ended questions. The questionnaires were self-administered and they were first pilot tested for reliability and validity. Statistical package for social sciences was used for data analysis and generation of tables, figures and relationships. Data was analysed by use of descriptive statistics and inferential statistics. Findings: The study found that leader's integrity and ethics training have a positive and significant relationship with performance of state corporations.

Policy Recommendations: Organizations should ensure all their leaders are competent so as to boost their performance. Scholarships and sponsorships should be made available to all staffs

Downloads

Download data is not yet available.

Author Biographies

Nyamongo Ben Barare, Management University of Africa

Post graduate student

Dr. Leonard Wambua, Management University of Africa

Lecturer

References

Avolio, B. J., Hernandez, M., Eberly, M. B., & Johnson, M. D. (2011). The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory. The Leadership Quarterly, 22(6), 1165-1185.
Bandura, A. (1978). Social learning theory of aggression. Journal of communication, 28(3), 12-29.
Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583-616.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2011). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97(2), 117-134.
Burns, M. K. (2008). Response to intervention at the secondary level. Principal Leadership, 8(7), 12-15.
Grimland, S., Vigoda-Gadot, E., & Baruch, Y. (2012). Career attitudes and success of managers: the impact of chance event, protean, and traditional careers. The International Journal of Human Resource Management, 23(6), 1074-1094.
Kellow, A. J. (2007). Science and public policy: the virtuous corruption of virtual environmental science. Edward Elgar Publishing.
Mwakera, M., & Mathias, K. (2016). The perceived relationship between ethical leadership and employee performance at Kenya ports authority.
Nthini, E. K. (2013). Effect of strategic leadership on the performance of commercial and financial state corporations in Kenya. Unpublished MBA project.
Onyango, W. P. (2015). Effects of Transformational Leadership Styles on Talent Management: A Case of Micro, Small and Medium Size Enterprises in Migori County, Kenya. development, 10.
Rieke, M. L. & S. J. Guastello: 2001, 'Unresolved Issues in Honesty and Integrity Testing', American Psychologist 50, 458-459.
Scandura, T. A. (2009). Balance in leader and follower perceptions of leader-member exchange: Relationships with performance and work attitudes. The Leadership Quarterly, 20(3), 452-465.
Trevino, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational behavior and human decision processes, 108(1), 1-13.
Trevino, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational behavior and human decision processes, 108(1), 1-13.
Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. Journal of Applied psychology, 94(5), 1275.
Yukl, G., & Michel, J. W. (2006). Proactive influence tactics and leader member exchange. Power and influence in organizations, 87-103.

Downloads

Published

2018-08-14

How to Cite

Barare, N. B., & Wambua, D. L. (2018). EFFECT OF LEADERS INTEGRITY AND ETHICS TRAINING ON PERFORMANCE OF STATE CORPORATIONS IN KENYA: A CASE STUDY OF KENYA REVENUE AUTHORITY. Journal of Human Resource and Leadership, 3(2), 60–73. Retrieved from https://iprjb.org/journals/index.php/JHRL/article/view/688

Issue

Section

Articles