Transformational Leadership as a Mediator between Leader’s Emotional Intelligence and Employee Performance: A Study of Selected Manufacturing Firms in Nairobi, Kenya
Main Article Content
Keywords
Manufacturing firms, employee performance, transformational leadership, emotional intelligence
Abstract
The study investigated at how transformational leadership style mediated the relationship between a leader's emotional intelligence and employee performance in Kenyan manufacturing firms. The transformational leadership theory served as the study's framework. The study used an explanatory research approach and focused on 3,500 employees at all levels of the selected manufacturing firms. The sample size of 360 respondents was calculated using Yamane's sample size formula. The estimated sample was then stratified into top, middle, and lower management levels, with random sampling within each stratum. Data was gathered using a standardized questionnaire, which was initially tested for validity and reliability. The questionnaire's accuracy was assessed using content validity, and its reliability was measured using Cronbach's alpha. The data was analyzed with SPSS version 23 to provide descriptive and inferential statistics. Categorical variables were summarized using frequencies and percentages, whilst continuous data were summarized using means and standard deviations. For multivariate analysis, multiple regressions were utilized with p ≤ 0.05 as the statistical significance level. The study found a positive correlation (β=.584, p=.000) between a leader's emotional intelligence and employees’ performance. The study demonstrated a significant correlation between a leader's transformational style and employee performance (β=.428, p=.000). The study discovered that the transformational leadership style positively mediated the association between leader emotional intelligence and employee performance (β=.186, p=.000). The findings revealed that enhancing employee performance calls for a transformational leadership style that can inspire, motivate, influence, or transform individuals work behaviors, as organizations are continually seeking for new ways to increase performance and remain agile in business. The study recommended that leaders apply transformational leadership styles into their leadership responsibilities in order to improve employee performance at work. Further research can focus on how motivational inspiration mediates the relationship between a leader's emotional intelligence and employee performance.
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Zipporah C. Metto , Department of Management Science, School of Business and Economics, Moi University, P.O. Box 3900-30100, Eldoret, Kenya
Department of Management Science, School of Business and Economics, Moi University, Kenya
Ambrose Kemboi, Department of Management Science, School of Business and Economics, Moi University, P.O. Box 3900-30100, Eldoret, Kenya
Department of Management Science, School of Business and Economics, Moi University, Kenya
Joyce Komen, Department of Management Science, School of Business and Economics, Moi University, P.O. Box 3900-30100, Eldoret, Kenya
Department of Management Science, School of Business and Economics, Moi University, Kenya