RELATIONSHIP BETWEEN ETHICAL LEADERSHIP AND PERFORMANCE OF STATE CORPORATIONS IN KENYA: A CASE STUDY OF KENYA REVENUE AUTHORITY
Keywords:
ethical leadership, performance, State CorporationAbstract
Purpose: The purpose of the study was to determine the relationship between ethical leadership and 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. The data was coded and organized into concepts from which generalization was made of entire population. Data was analysed by use of descriptive statistics and inferential statistics. Quantitative data was analyzed using multi linear regression. The descriptive statistics consisted of means, percentages and frequencies. Multi linear regression was used to show the relationship between the variables. The data was presented using tables, charts and graphs.
Findings: The study found that leader's integrity, ethics training, ethical recruitment process and ethical organizational culture have a positive and significant relationship with performance of state corporations.
Policy Recommendations: The study recommended that organizations should ensure all their leaders are competent so as to boost their performance. In addition, scholarships and sponsorships should be made available to all staffs.
Downloads
References
Bass, B. M. (2010). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31.
Breaugh, J. A., & Starke, M. (2000). Research on employee recruitment: So many studies, so many remaining questions. Journal of management, 26(3), 405-434.
Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583-616.
Carter, C. S., Macdonald, A. M., Botvinick, M., Ross, L. L., Stenger, V. A., Noll, D., & Cohen, J. D. (2000). Parsing executive processes: strategic vs. evaluative functions of the anterior cingulate cortex. Proceedings of the National Academy of Sciences, 97(4), 1944-1948.
Caza, A., Barker, B. A., & Cameron, K. S. (2014). Ethics and ethos: The buffering and amplifying effects of ethical behavior and virtuousness. Journal of Business Ethics, 52(2), 169-178.
Dessler, G. (1991). Personnel. Human resource management, 5.
Freeman, R. E., & Auster, E. R. (2011). Values, authenticity, and responsible leadership. Journal of Business Ethics, 98(1), 15-23.
Gottlie & Sangria, C. A. (2006). Perceived effect of ethical leadership on employee performance among Commercial Banks in Kenya.
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.
Mwakera, M., & Mathias, K. (2016). The perceived relationship between ethical leadership and employee performance at Kenya ports authority.
Mwaponda, P. W. (2009). Factors influencing ethical standards of managers within the Kenyan oil industry. Unpublished MBA Project.
Mwesigwa, A. (2010). The Impact of Training on Employee Work Performance Behaviour: A Case Study of Government Aided Secondary Schools in Ibanda District, Uganda. Erasmus University.
Northouse, P. G. (2011). Leadership: Theory and practice. Sage publications.
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.
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.
Tozer, C. R., Kiem, A. S., & Verdon-Kidd, D. C. (2012). On the uncertainties associated with using gridded rainfall data as a proxy for observed. Hydrology and Earth System Sciences, 16(5), 1481-1499.
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.
Wang, X. H. F., & Howell, J. M. (2012). A multilevel study of transformational leadership, identification, and follower outcomes. The Leadership Quarterly, 23(5), 775-790.
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.
