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Abstract:
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Orientation: Effective leadership is critical to the survival and growth of organisations. For
such leadership to be realised, organisational leaders need to be competent in transformational
leadership, which is described as a situation in which the leader and followers empower and
shape each other’s behaviour to attain a desired goal.
Research purpose: The purpose of this study is to empirically test the relationship between
transformational leadership competency and leadership effectiveness in Kenyan indigenous
banks.
Motivation for this study: In spite of the fact that indigenous banks have been performing better
recently, their overall poor performance is cause for concern. This study was motivated by a desire
to establish the extent to which the recent improvement is attributable to transformational
leadership competency and effectiveness. It is also anticipated that this investigation can highlight
aspects of leadership which require more attention in order to sustain improved performance.
Research design, approach and method: The study utilised a survey method to collect both
quantitative and qualitative data while probability and non-probability techniques were used
to sample target population. With 494 respondents targeted in the study, 257 responses were
received and analysed. Data analysis was performed using structural equation modelling with
Cronbach’s alpha, confirmatory factor analysis and goodness-of-fit indices for analysis and for
testing relationships.
Main findings: The overall findings confirm that a strong relationship exists between
transformational leadership competencies and leadership effectiveness among the leaders of
the indigenous banks in Kenya.
Practical/managerial implication: Based on the findings of this study, Kenyan indigenous
banks are able to identify specific and essential transformational leadership competencies and
leadership effectiveness attributes.
Contribution: The study has identified that transformational leadership abilities of
inspirational motivation, intellectual stimulation, individualised consideration and idealised
influence, together with the leadership effectiveness indicators of cross-cultural competency,
influence, follow commitment, versatility and group organisation are essential for the
effectiveness of Kenyan banks. |