LAISSEZ-FAIRE LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT: THE MODERATING EFFECT OF EMPLOYEE PARTICIPATION

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dc.contributor.author Wanjala, John W.
dc.contributor.author Njoroge, David
dc.contributor.author Bulitia, Godrick
dc.date.accessioned 2017-02-13T14:28:55Z
dc.date.available 2017-02-13T14:28:55Z
dc.date.issued 2017
dc.identifier.uri http://hdl.handle.net/123456789/142
dc.description.abstract The purpose of this study was to establish the effect of laissez-faire leadership style on organizational commitment as moderated by employee participation in technical institutions in Kenya. The study population was all the 3114 lecturers in the 47 technical institutions in Kenya. Both stratified sampling and simple random sampling techniques were adopted to get the sample institutions and twenty-two gender-based members from each institution to be included in the study. Questionnaires were administered to a sample of 343 respondents with 278 completing and returning the questionnaires. Data analysis was done by use of descriptive statistics and correlation analysis. In addition, multiple regression was applied in order to analyze the effect of laissez-faire leadership style on organizational commitment as moderated by employee participation. The study findings revealed that laissez-faire leadership style had a significant effect on organizational commitment. The findings further showed that there was no moderating effect of employee participation on the relationship between laissez-faire leadership style and organizational commitment and its dimensions. en_US
dc.subject employee participation, laissez-faire leadership and organizational commitment en_US
dc.title LAISSEZ-FAIRE LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT: THE MODERATING EFFECT OF EMPLOYEE PARTICIPATION en_US
dc.type Article en_US


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