Moderating Effect of Leadership Style on the Relationship between Training and Employee Engagement among 3-4 Star Rated hotels in Kisumu County
Main Article Content
Keywords
Training programs, employee engagement, leadership style, employee development, hotel management, 3–4 star rated hotels, Kenya
Abstract
The hospitality industry is a critical driver of economic growth in Kenya and relies heavily on employees to deliver exceptional service quality and maintain a competitive advantage. In Kenya, particularly within the 3–4 star hotel segment, management has increasingly invested in training and development programs to enhance employee skills, service delivery, and productivity. Training equips employees with technical and interpersonal competencies, aligns them with organizational culture, and improves adaptability in a dynamic market. However, evidence suggests that training alone does not automatically translate into high levels of engagement. The way training outcomes are supported and reinforced often depends on the leadership style within the organization. The purpose of this study was to examine the moderating role of leadership style on the relationship between training and employee engagement in 3–4 star-rated hotels in Kisumu, Kenya. The study was grounded on Kahn’s theory of personal engagement. It adopted the pragmatist research approach and used explanatory concurrent research design. The target population comprised of 966 employees from 9 hotels. A sample size of 282 employees was drawn and selected using simple random sampling whereas nine (9) general managers were selected purposively. Primary data was collected using questionnaires from employees and interview schedule conducted with managers. Quantitative data was analyzed using descriptive statistics and hierarchical regression, whereas qualitative data was analyzed using content analysis. The study revealed that training programs (β=1.035, p=0.003) had a significant positive effect on employee engagement. Further, the study found that leadership style had a significant moderating effect on the relationship between training (β = 0.011, ρ= 0.017) and employee engagement. These quantitative findings were supported by qualitative data, which identified consistent training as key factors for keeping staff engaged. The study concluded that leadership is a moderating factor and recommended that hotels should prioritize developing consistent, structured training calendars to boost employee skill development and in turn, employee engagement.
References
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Bermúdez-González, G., Sasaki, I., & Tous-Zamora, D. (2016). Understanding the impact of internal marketing practices on both employees' and managers' organizational commitment in elderly care homes. Journal of Service Theory and Practice, 26(1), 28-49. https://doi.org/10.1108/JSTP-09-2014-0216
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Management Research Review, 42(8), 991-1013. https://doi.org/10.1108/MRR-08-2018-0320
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Khazaei Pool, J., & Amirbakzadeh Kalati, E. (2017). Linking internal marketing orientation to balanced scorecard outcomes in small businesses: the case of travel agencies. International Journal of Culture, Tourism and Hospitality Research, 11(3), 297-308.
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Lather, A. S., & Jain, V. K. (2014). Developing a scale to measure employee engagement. Dias Technology Review, 11(2). https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3821368
Leong, C. Y., & Lam, D. (2021). Role of internal marketing on employees’ perceived job performance in an Asian Integrated Resort. Journal of Hospitality Marketing & Management, 25(5), 1-24. https://www.tandfonline.com/doi/abs/10.1080/19368623.2015.1067664
Malonza, R., & Walaba, P. (2015). Effectiveness of staff training on the performance of hotels in Kisumu City, Kisumu County, Kenya. International Journal of Science and Research (IJSR), 5(12), 2129-2133. https://www.academia.edu/66992937/
Effectiveness_of_Staff_Training_on_the_Performance_of_Hotels_in_Kisumu_City_Kisumu_County_Kenya
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Rezaul Ahsan, S. M. (2021). Examining the impact of Training and Development on Employee Engagement in Bangladesh Pharmaceutical sector. IOSR Journal of Business and Management, 23(1), 33-42. https://www.iosrjournals.org/iosr-jbm/papers/Vol23-issue1/Series-6/E2301063242.pdf
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of management journal, 53(3), 617-635.https://doi.org/10.5465/amj.2010.51468988
Rozaan, R., & Sagala, E. J. (2019). The influence of training towards employee engagement and organizational commitment (case Study at Pt Telkomunikasi Indonesia Witel Jabar). eProceedings of Management, 6(3), 57-63.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://www.researchgate.net/publication/275714108_Antecedents_and_Consequences_of_Employee_Engagement
Sesen, H., & Ertan, S. S. (2022). The effect of the employee perceived training on job satisfaction: the mediating role of workplace stress. European Journal of Training and Development, 46(9), 953-973. https://doi.org/10.1108/EJTD-01-2021-0014
Shiri, R., El-Metwally, A., Sallinen, M., Pöyry, M., Härmä, M., & Toppinen-Tanner, S. (2023, November). The role of continuing professional training or development in maintaining current employment: A systematic review. In Healthcare (Vol. 11, No. 21, p. 2900). MDPI. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10647344/
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publication/373930803_EFFECTS_OF_CAREER_DEVELOPMENT_ON_EMPLOYEE_RETENTION_IN_HOTELS_IN_KENYA
Thanh, N. H., & Quang, N. V. (2022). Transformational, transactional, laissez-faire leadership styles and employee engagement: Evidence from Vietnam’s public sector. Sage Open, 12(2), 21582440221094606. https://journals.sagepub.com/doi/full/10.1177/21582440221094606
Vakira, E., Shereni, N. C., Ncube, C. M., & Ndlovu, N. (2023). The effect of inclusive leadership on employee engagement, mediated by psychological safety in the hospitality industry. Journal of Hospitality and Tourism Insights, 6(2), 819-834. https://www.emerald.com/jhti/article/6/2/819/225646/The-effect-of-inclusive-leadership-on-employee
Waqanimaravu, M., & Arasanmi, C. N. (2020). Employee training and service quality in the hospitality industry. Journal of Foodservice Business Research, 23(3), 216-227. https://www.tandfonline.com/doi/abs/10.1080/15378020.2020.1724850
Yimam, M. H. (2022). Impact of training on employee engagement: A case study of Bahir Dar University, Ethiopia. Cogent Education, 9(1), 210-217.
Yun, S., Takeuchi, R., & Liu, W. (2007). Employee self-enhancement motives and job performance behaviors: investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment. Journal of Applied Psychology, 92(3), 745. https://psycnet.apa.org/fulltext/2007-06438-011.html
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Aljumah, A. (2023). The impact of extrinsic and intrinsic motivation on job satisfaction: The mediating role of transactional leadership. Cogent Business & Management, 10(3), 2270813. https://doi.org/10.1080/23311975.2023.2270813
Al-Majali, M., & Tarabieh, S. (2020). Effect of internal green marketing mix elements on customers’ satisfaction in Jordan: Mu’tah University students. Jordan Journal of Business Administration, 16(2), 387-395. https://archives.ju.edu.jo/index.php/JJBA/article/view/101734
Alsheikh, G. A. A., Alnawafleh, E. A. T., Halim, M. S. B. A., & Tambi, A. M. B. A. (2017). The impact of human resource management practices, organisational culture, motivation and knowledge management on job performance with leadership style as moderating variable in the Jordanian commercial banks sector. Journal of Reviews on Global Economics, 6(1), 477-488. https://oresjournals.info/wp-content/uploads/2022/09/5158-12964-1-SM.pdf
Al-Weshah, G. A. (2019). Towards internal marketing practices in enhancing job engagement: Practical evidence from Jordanian hospitals. International Journal of Pharmaceutical and Healthcare Marketing, 13(1), 40-56. https://www.emerald.com/insight/content/doi/10.1108/ijphm-11-2017-0063/full/html
Anyango, C. A. (2015). The effect of leadership styles on employees’ performance at Bank of Africa, Kenya (Doctoral dissertation, The Open University Of Tanzania). http://repository.out.ac.tz/1244/
Bakker, A. B., & Albrecht, S. (2018). Work engagement: current trends. Career development international, 23(1), 4-11.
Bermúdez-González, G., Sasaki, I., & Tous-Zamora, D. (2016). Understanding the impact of internal marketing practices on both employees' and managers' organizational commitment in elderly care homes. Journal of Service Theory and Practice, 26(1), 28-49. https://doi.org/10.1108/JSTP-09-2014-0216
Braimah, M. (2021). Internal marketing and employee commitment in the hospitality industry. African Journal of Hospitality, Tourism and Leisure, 5(2), 1-22. http://www.ajhtl.com/uploads/7/1/6/3/7163688/2016_article_12_vol_5__2_.pdf
Campbell, L. (2025). Transformational vs. Transactional Leadership Styles Influence on Employee Engagement.
Çelik, O., & Güllü, K. (2017). A research on internal marketing and motivation: Impact of training and development programs on motivation of sales employees in Tourism Sector. Journal of Current Researches on Social Sciences, 7(1), 51-64. https://www.jocress.com/eng/icsel-pazarlama-ve-motivasyon-uzerine-bir-arastirma-turizm-sektoru-satis-elemanlarinin-motivasyonuna-egitim-ve-gelistirme-programlarinin-etkisi_73
Chebet, W. V., Makomere, J., & Karei, R. (2019). Effect of employee engagement on employee turnover intention in hotels within Eldoret Town, Kenya. The International Journal Of Business & Management. 7(11). http://erepository.uoeld.ac.ke/handle/123456789/1219
Chitiga, M. (2018). An exploration of the implications of transformational leadership behaviors on empowering employees and transforming organisations. African Journal of Public Affairs, 10(1), 60-82. https://journals.co.za/doi/abs/10.10520/EJC-e5e38a437
Costen, W. M., & Salazar, J. (2021). The impact of training and development on employee job satisfaction, loyalty, and intent to stay in the lodging industry. Journal of Human Resources in Hospitality & Tourism, 10(3), 273- 284 https://www.tandfonline.com/doi/abs/10.1080/15332845.2011.555734
Domínguez-Falcón, C., & Ballesteros-Rodriguez, J. L. (2021). Training as an internal marketing tool within the franchise system. Journal of Service Theory and Practice, 31(3), 396-422. https://www.emerald.com/jstp/article-abstract/31/3/396/251944/Training-as-an-internal-marketing-tool-within-the?redirectedFrom=fulltext
Forka, F. M. (2012). Transformational leadership in Sub-Saharan Africa: An exploratory qualitative study of the application of leadership tenets in Cameroon. Capella University.
Gaviria-Rivera, J. I., & López-Zapata, E. (2019). Transformational leadership, organizational climate and job
satisfaction in work teams. https://www.um.edu.mt/library/oar/handle/123456789/47882
Jain, S., & Khurana, N. (2017). Enhancing employee engagement through training and development. Asian Journal of Management, 8(1), 1-6.
Jensen, U. T., & Bro, L. L. (2018). How transformational leadership supports intrinsic motivation and public service motivation: The mediating role of basic need satisfaction. The American Review of Public Administration, 48(6), 535-549. https://doi.org/10.1177/0275074017699470
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), 692-724. https://doi.org/10.5465/256287
Kanwal, I., Lodhi, R. N., & Kashif, M. (2019). Leadership styles and workplace ostracism among frontline employees.
Management Research Review, 42(8), 991-1013. https://doi.org/10.1108/MRR-08-2018-0320
Kazmi, S. I. H., Alam, M., & Malik, M. M. (2023). Human Resource Management Practices and Organizational Citizenship Behaviour: The Moderating Role of Value-Based Leadership. Journal of Asian Development Studies, 12(3), 1204-1222. https://poverty.com.pk/index.php/Journal/article/view/197
Khairy, H. A., Liu, S., Sheikhelsouk, S., EI-Sherbeeny, A. M., Alsetoohy, O., & Al-Romeedy, B. S. (2023). The effect of benevolent leadership on job engagement through psychological safety and workplace friendship prevalence in the tourism and hospitality industry. Sustainability, 15(17), 13245. https://doi.org/10.3390/su151713245
Khazaei Pool, J., & Amirbakzadeh Kalati, E. (2017). Linking internal marketing orientation to balanced scorecard outcomes in small businesses: the case of travel agencies. International Journal of Culture, Tourism and Hospitality Research, 11(3), 297-308.
Knight, C., Patterson, M., & Dawson, J. (2017). Building work engagement: A systematic review and meta‐analysis investigating the effectiveness of work engagement interventions. Journal of organizational behavior, 38(6), 792-812. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5516176/
Lather, A. S., & Jain, V. K. (2014). Developing a scale to measure employee engagement. Dias Technology Review, 11(2). https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3821368
Leong, C. Y., & Lam, D. (2021). Role of internal marketing on employees’ perceived job performance in an Asian Integrated Resort. Journal of Hospitality Marketing & Management, 25(5), 1-24. https://www.tandfonline.com/doi/abs/10.1080/19368623.2015.1067664
Malonza, R., & Walaba, P. (2015). Effectiveness of staff training on the performance of hotels in Kisumu City, Kisumu County, Kenya. International Journal of Science and Research (IJSR), 5(12), 2129-2133. https://www.academia.edu/66992937/
Effectiveness_of_Staff_Training_on_the_Performance_of_Hotels_in_Kisumu_City_Kisumu_County_Kenya
Mapelu, I. C., & Jumah, L. (2023). Effect of training and development on employee turnover in selected medium sized hotels in Kisumu City, Kenya. Journal of Tourism, Hospitality and Sports, 1(1), 44-49. https://core.ac.uk/download/pdf/234696748.pdf
Mburu, B., Koome, P., & Gichuhi, D. (2020). Influence of employer-employee relationships on service quality in the hospitality industry in Kisumu County, Kenya. International Journal of Research in Business and Social Science (2147-4478), 9(5), 166-171. https://www.proquest.com/openview/8d8f3a2bd9e6c9d5305130c26f7668c1/1?pq-origsite=gscholar&cbl=2032017
Mota, E. J. (2024). Transformational Leadership Versus Transactional Leadership and the Effects on Team Performance. The Chicago School of Professional Psychology.
Mwambeso, R. A. (2023). Assessment of the Influence of Leadership Style on Organizational Performance (Doctoral dissertation, Institute of Accountancy Arusha (IAA)). https://uniselinus.education/sites/default/files/2025-03/anthony%20sebastian%20stanley.pdf
Ned, A. E., & Umesi, C. D. (2023). Effective leadership and employee motivation for sustainable development. Journal of Education in Developing Areas, 31(2), 310-321. https://journals.journalsplace.org/index.php/JEDA/article/view/355
Ngure, P. (2013). Influence of leadership styles on strategy implementation at co-operative bank of Kenya (Doctoral dissertation, University of Nairobi). https://erepository.uonbi.ac.ke/handle/11295/60227
Onyango, R. O., Egessa, R., & Ojera, P. (2022). Effect of organizational justice on employee engagement in the hospitality industry. European Journal of Business and Management Research, 7(4), 6-13. https://ejbmr.org/index.php/ejbmr/article/view/1259
Ouko, J. A. (2022). Effects of transformational leadership on employee performance in the Kenyan banking industry: a case of ABSA bank Nairobi, Kenya (Doctoral dissertation, Africa Nazarene University). https://repository.anu.ac.ke/handle/123456789/808
Proby, J. (2022). Mediated effect of perceived supervisor support on leader-member exchange quality and employee’s commitment. Walden University.
Ratnaningsih, D. J. (2024). Effect of Training Transfer Factors on Employee Performance in the Airport Management Office of Mopah Class I Airport, Merauke. Economit Journal: Scientific Journal of Accountancy, Management and Finance, 4(3), 172-187.. https://biarjournal.com/index.php/economit/article/view/1147
Rezaul Ahsan, S. M. (2021). Examining the impact of Training and Development on Employee Engagement in Bangladesh Pharmaceutical sector. IOSR Journal of Business and Management, 23(1), 33-42. https://www.iosrjournals.org/iosr-jbm/papers/Vol23-issue1/Series-6/E2301063242.pdf
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of management journal, 53(3), 617-635.https://doi.org/10.5465/amj.2010.51468988
Rozaan, R., & Sagala, E. J. (2019). The influence of training towards employee engagement and organizational commitment (case Study at Pt Telkomunikasi Indonesia Witel Jabar). eProceedings of Management, 6(3), 57-63.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://www.researchgate.net/publication/275714108_Antecedents_and_Consequences_of_Employee_Engagement
Sesen, H., & Ertan, S. S. (2022). The effect of the employee perceived training on job satisfaction: the mediating role of workplace stress. European Journal of Training and Development, 46(9), 953-973. https://doi.org/10.1108/EJTD-01-2021-0014
Shiri, R., El-Metwally, A., Sallinen, M., Pöyry, M., Härmä, M., & Toppinen-Tanner, S. (2023, November). The role of continuing professional training or development in maintaining current employment: A systematic review. In Healthcare (Vol. 11, No. 21, p. 2900). MDPI. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10647344/
Sitati, R., Ombui, K., & Wambugu, A. (2016). Career development and employee retention in Kenyan hotels. International Journal of Academic Research in Business and Social Sciences, 6(6), 153–165. https://www.researchgate.net/
publication/373930803_EFFECTS_OF_CAREER_DEVELOPMENT_ON_EMPLOYEE_RETENTION_IN_HOTELS_IN_KENYA
Thanh, N. H., & Quang, N. V. (2022). Transformational, transactional, laissez-faire leadership styles and employee engagement: Evidence from Vietnam’s public sector. Sage Open, 12(2), 21582440221094606. https://journals.sagepub.com/doi/full/10.1177/21582440221094606
Vakira, E., Shereni, N. C., Ncube, C. M., & Ndlovu, N. (2023). The effect of inclusive leadership on employee engagement, mediated by psychological safety in the hospitality industry. Journal of Hospitality and Tourism Insights, 6(2), 819-834. https://www.emerald.com/jhti/article/6/2/819/225646/The-effect-of-inclusive-leadership-on-employee
Waqanimaravu, M., & Arasanmi, C. N. (2020). Employee training and service quality in the hospitality industry. Journal of Foodservice Business Research, 23(3), 216-227. https://www.tandfonline.com/doi/abs/10.1080/15378020.2020.1724850
Yimam, M. H. (2022). Impact of training on employee engagement: A case study of Bahir Dar University, Ethiopia. Cogent Education, 9(1), 210-217.
Yun, S., Takeuchi, R., & Liu, W. (2007). Employee self-enhancement motives and job performance behaviors: investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment. Journal of Applied Psychology, 92(3), 745. https://psycnet.apa.org/fulltext/2007-06438-011.html
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Published
Aug 1, 2025
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How to Cite
Njeru, M. W., Kiage, O., & Koome, G. (2025). Moderating Effect of Leadership Style on the Relationship between Training and Employee Engagement among 3-4 Star Rated hotels in Kisumu County. Journal of Frontiers in Humanities and Social Sciences, 3(2), 119–135. https://doi.org/10.69897/jofhscs.v3i2.260
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Author Biographies
Margaret Wanjiru Njeru, Department of Tourism Management, School of Tourism, Hospitality & Events Management, Moi University, P. O. Box 3900-30100, Eldoret, Kenya
Department of Tourism Management, School of Tourism, Hospitality & Events Management, Moi University, P. O. Box 3900-30100, Eldoret, Kenya
Ondabu Kiage, Department of Tourism Management, School of Tourism, Hospitality & Events Management, Moi University, P. O. Box 3900-30100, Eldoret, Kenya
Department of Tourism Management, School of Tourism, Hospitality & Events Management, Moi University, P. O. Box 3900-30100, Eldoret, Kenya
Geoffrey Koome, Department of Tourism Management, School of Tourism, Hospitality & Events Management, Moi University, P. O. Box 3900-30100, Eldoret, Kenya
Department of Tourism Management, School of Tourism, Hospitality & Events Management, Moi University, P. O. Box 3900-30100, Eldoret, Kenya