RESULTS AND FINDINGS ON TRANSFORMATIONAL LEADERSHIP STYLE AND
EMPLOYEE PERFORMANCE
4.1 Introduction
The chapter presents the findings of the study on the influence of leadership style on employee
performance in Kenya. In this chapter, the results and findings of the application variables have
been presented by using the methods indicated in chapter three. Precisely, data analysis was
established according to the specific objectives whereby patterns were explored, construed, and
implications drawn accordingly. To begin with, preliminary data analysis has been done prior to
study variable analysis.
4.2 General Information
4.2.1 Response Rate
A total of 210 questionnaires were distributed to various respondents working with member
associations in Kenya. The findings indicate that 70% of the questionnaires were submitted via
online while 30% were unreturned. Since the response rate was 70%, which is the
recommended range, it was found adequate for deeper statistical analysis as Mugenda and
Mugenda (2003) states. Willimack (2002) suggested that response rate ranging between 50% to
80% is adequate for analysis. The states scholars’ references were taken into consideration.
Figure 4.1 presents the study’s response rate.
Response Rate
Non-Response ,
30%
Response Rate,
70%
Response Rate
Non-Response
Figure 4.1: Response Rate
4.2.2 Gender of Respondents
The study aimed at finding out the respondents’ gender. Results indicated that the majority 63%
were male while 37% were female as indicated in Figure 4.2. This presents that both genders
were equitably represented in this research. It can also be concluded that there was a balance
between male and female students in this member associations who participated in the study
hence views of the respondents in the study were not biased to one gender.
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Gender of Respondents
Female, 37%
Male, 63%
Male Female
Figure 4.2: Gender of Respondents
4.2.3 Age of the Respondents
This study wanted to find out the age of the respondents and the findings are presented in Table
4.3. The study findings indicate that majority of the respondents 42% were between the age of
30 to 40 years, 27% were between the age of 20 to 30 years, 23% of the respondents were
between the age of 40 to 50 years, and lastly those whose age was between 50-60 years was 8%.
This indicates that employees from member associations who are currently working have
different age who have different age and provide different views on the influence of leadership
style on employee performance in Kenya.
Age of the Respondents
50% 42%
40%
27%
23%30%
20% 8%
10%
0%
20-30 Years 30-40 Years 40-50 years 50-60 Years
Figure 4.3: Age of the Respondents
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4.2.4 Level of Education
The respondents were asked to indicate their level of education. Results in Figure 4.4 reveal that
majority 56% of the respondents had attained an undergraduate degree course, 25% of the
respondents had attained master’s degree program, while only 19% of the respondents had a
college diploma program. This indicated that the views of respondents from the different level
of degree program were taken care of and some general conclusions can be drawn.
Master’s degree,
College Diploma,
19%
25%
Undergraduate,
56%
Figure 4.4: Highest Education Level
4.2.5 Sector of Membership Association
The study sought to understand which sectors the membership associations the organizations
operate in. The findings indicated that majority of membership associations fall into finance, HR,
and Legal sector which was represented by 53%, this was followed by building construction and
design represented by 21%, Transport and logistics was 15% and 11% was represented by real
estate and property development. The findings are indicated in the Figure 4.5 below.
Sector of Membership Association
53%
60%
40%
15% 21%
11%
20%
0%
Real Estate and Transport and Building, Finance, HR and
Property Logistics Construction and Legal (Corporate
Development Design Governance)
Figure 4.5: Sector of Membership Association
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4.2.6 Work Experience in Member Associations
The study sought to know the years of experience for employees working with member
associations. The findings shows that majority of the employees had worked between 3 to 5
years with 41%, between 6 to 8 years was 30%, this was followed by those who had worked
below 2 years of 16%, and finally those who had worked for 9 year and above was 13%. The
findings on years of experience for respondents are indicated in the Figure 4.6 below.
Work Experience in Member Associations
60%
41% 30%
40%
16% 13%
20%
0%
Below 2
3-5 Years 6 -8 Years 9+ Years
Years
Figure 4.6: Work Experience in Member Associations
4.3 Transformational Leadership Style and Employee Performance
The first objective the study was to determine the extent in which transformational leadership style
influence employee performance and the average mean for this was 3.225 and standard deviation of
0.935 indicating respondents agreeing with most of the statements. The study noted that leaders
suggest new ways of how assignments can be completed and a mean of 3.588 and standard
deviation of 0.849 and that leaders express confidence and encourage employees to achieve their
own individual goals with a mean of 3.446 and standard deviation of 0.794. Leaders consider an
individual as having different needs, abilities, and aspirations in the team a mean of 3.270 and
standard deviation of 0.937, they emphasize the importance of having a collective sense of vision
and mission a mean of 3.264 and standard deviation of 0.868. Leaders examine critical assumptions
made to establish whether they are appropriate a with mean of 3.176 and standard deviation of
0.822, leaders specify the importance of having a strong sense of purpose for others this was shown
by a mean of 3.169 and standard deviation of 0.979, they go beyond their own self-interest for the
benefit of the employees with a mean of 3.135 and standard deviation of 0.893 and spent time
coaching and mentoring other employees with a mean of 3.128 and standard deviation of 0.971.
Leaders instil pride in other employees for being associated and the mean of 3.122 and standard
deviation of 1.016, display a sense of pride and confidence in my work ethic
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with a mean of 3.095 and standard deviation of 1.180 and seek different perspectives when
solving problems this was shown by a mean of 3.088 and standard deviation of 0.975
Table 4.1: Transformational Leadership Style and Employee Performance
N Mean Std. Dev
Leaders instill pride in other employees for being associated with
me
Leaders display a sense of pride and confidence in my work ethic
Leaders go beyond their own self-interest for the benefit of the
employees
Leaders specify the importance of having a strong sense of
purpose for others
Leaders emphasize the importance of having a collective sense
of vision and mission
Leaders express confidence and encourage employees to achieve
their own individual goals.
Leaders examine critical assumptions made to establish whether
they are appropriate
Leaders suggest new ways of how assignments can be completed
Leaders seek different perspectives when solving problems
Leadership spends time coaching and mentoring other employees
Leaders consider an individual as having different needs,
abilities, and aspirations in the team
Average Mean
148 3.122 1.016
148 3.095 1.180
148 3.135 0.893
148 3.169 0.979
148 3.264 0.868
148 3.446 0.794
148 3.176 0.822
148 3.588 0.849
148 3.088 0.975
148 3.128 0.971
148 3.270 0.937
148 3.225 0.935
4.3.2 Correlation Analysis between Transformational Leadership Style and Employee
Performance
A Pearson Correlation was performed, and the result of the Pearson correlation test as presented
in Table 4.2 show a correlation (r =148) = 0.806; p<0.05) between transformational leadership
style influence employee performance. The findings imply that transformational leadership
style is positively and significantly correlated to employee performance.
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Table 4.2: Correlation Analysis between Transformational Leadership Style and
Employee Performance
Transformatio
Employee
nal Leadership Performance
Style
Transformational Leadership Pearson Correlation
1
.806
**
Style Sig. (2-tailed)
.000
N
148 148
Employee Performance Pearson Correlation
.806
**
1
Sig. (2-tailed)
.000
N
148 148
**. Correlation is significant at the 0.01 level (2-tailed).
4.3.2 Regression Analysis between Transformational Leadership Style and Employee
Performance
The findings of the coefficient of determination are as shown in Table 4.2 The study established
that coefficient of correlation R was 0.806 an indication of strong positive correlation with the
study variable. The study further established that adjusted R2 was 0.647 which translates to
64.7%. Therefore, 64.7% changes in employee performance are caused by transformational
leadership style in member associations. The residual of 35.3% can be explained by other
factors beyond the scope of the current study.
Table 4.3: Regression Analysis between Transformational Leadership Style and
Employee Performance
Std. Error of the
Model
R R Square Adjusted R Square Estimate
1
.806
a
.650 .647
.44292
a. Predictors: (Constant), Transformational Leadership Style
The researcher conducted a regression model at 95% significance level. The findings of F-Calculated
and F-Critical is as shown in Table 4.4. The study found out that F-Calculated was 270.694 and F-Critical (1,
148) is 3.7987; hence F-Calculated is greater than F-Critical, therefore the overall regression model was
significant. The findings further established that the study had a p value of 0.000.
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Table 4.4: ANOVA between Transformational Leadership Style and Employee
Performance
Sum of
Model
Squares
df Mean Square F
Sig.
1 Regression
53.105 1
53.105 270.694
.000
b
Residual
28.642 146
.196
Total
81.747 147
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Transformational Leadership Style
To establish the individual influence of the variables on employee performance, the researcher
carried out regression coefficient. The findings are shown in Table 4.5. The findings revealed
that when all the variables were held constant to zero, employee performance would be at 1.101.
A unit increase in transformation leadership style by 0.839 increases the employee performance
of the member associations by the same number of units of 0.839. The fitted equation is as
shown below: Y= 1.101 + 0.839X1 that is
Employee Performance = 1.101 + 0.839 Transformational Leadership Style
Table 4.5: Coefficient between Transformational Leadership Style and Employee
Performance
Standardize
Unstandardized
d
Coefficients
Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.101
.172
6.414 .000
Transformational .839
.051 .806
16.453 .000
Leadership Style
a. Dependent Variable: Employee Performance
