TRANSACTIONAL 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 2017-02-13T14:39:01Z
dc.date.available 2017-02-13T14:39:01Z
dc.date.issued 2017
dc.identifier.uri http://hdl.handle.net/123456789/144
dc.identifier.uri http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.918.4599&rep=rep1&type=pdf
dc.description.abstract This study was aimed at determining the effect of transactional leadership style on organizational commitment as moderated by employee participation in technical institutions in Kenya. This study was conducted in 47 technical institutions in Kenya. The population comprised of 3114 lecturers while 343 respondents made up the sample. The sampling techniques used to get the sample were multistage sampling, stratified sampling and simple random sampling. Data analysis was done using descriptive statistics and multiple regression. The results indicated that transactional leadership style had a significant effect on organizational commitment and its three dimensions. In addition, the results showed that employee participation did not have a moderating effect on the relationship between transactional leadership style and organizational commitment and its dimensions. en_US
dc.subject employee participation, organizational commitment, transactional leadership. en_US
dc.title TRANSACTIONAL LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT: THE MODERATING EFFECT OF EMPLOYEE PARTICIPATION en_US
dc.type Article en_US


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