Relationship Between Leadership Orientation and Performance of Independent Commissions in Kenya

Abstract

It was the goal of this study to use the resource-based perspective, the Bolman and Deal framework, and the theory of contingencies to investigate how leadership orientation affected the efficiency of the Independent Commissions in Kenya. This study used a cross-sectional and descriptive methodology, which was suitable for the specific aim of accurately characterizing occurrences. The research was cross-sectional since data were collected and analyzed at a specific moment in time. The sample consisted of all 13 currently active commissions in Kenya as of September 30, 2021, making it a comprehensive analysis. The collection of primary data was accomplished via the use of a questionnaire. The demographic data reveals that the commissioners had a median age of 28.50 years and a mean age of 30 years. The most often reported age was 23, with ranges ranging from 18 to 48 years. The research presented the average and variability ratings for performance statements on the commissioners' performance. The researchers used Pearson correlation analysis to examine the association between commission performance and several leadership orientations, including structural, human resource, political, and symbolic orientations. Results show that the commission's public rating has gone up (2.82, 1.328), the capacity to absorb funds has gone up (2.58, 0.900), and connections with stakeholders have gone up (1.92, 0.996). It sounds like you're summarizing the findings of your study on leadership orientation and performance. Here's a rewrite of your statement: Using SPSS version 25, the Pearson correlation analysis revealed a significant correlation between leadership orientation and commission performance (r = 0.589, p = 0.044), indicating a high degree of correlation at the 0.05 significance level. The correlation coefficient (r) ranges suggest that this correlation is strong. Furthermore, to generalize these findings, future studies could extend their scope to include a wider range of public-sector organizations beyond the commissions studied. A critical area that has received limited academic attention is leadership orientation within the public sector. Further research in this domain could enhance our understanding of how leadership orientation influences performance in public sector organizations, which holds significant implications for management and practice. Considering the limited number of participants in this study, doing future research with a bigger sample size would allow for a more comprehensive evaluation of the correlation between leadership orientation and public sector performance. This would provide a more precise understanding of both the connection and its consequences.