Influence of idealized influence on employee job performance in the insurance industry in Kenya

Abstract

The research objectives of this study were two. The first one was to determine the influence of idealizing influence on employee job performance. The second objective of the study was to determine if employee work value congruence moderated the relationship between transformational leadership style and employee job performance. This study adopted the positivism research philosophy and correlation research design. The target population of the study was 676 lower-level managers from 52 insurance companies operating in Kenya as of 2017. A sample size of 245 was drawn using a stratified random sampling technique and systematic sampling. 245 questionnaires were distributed out of which 211 were completed and returned representing a response rate of 86% which was deemed as adequate for a correlation research design. The analysis of variance was used to test the hypothesis. The study concluded that idealized influence significantly predicted employee job performance. In addition, the study inferred that employee work value congruence had a significant moderating effect on the relationship between transformational leadership and employee job performance among lower-level managers in the Insurance sector in Kenya. The study recommended that leaders should observe values that are congruent with that of their organization and socialize their employees on the same so that there is enhanced transformational leadership effectiveness.

The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia

“…Specifically, idealized influence in transformational leadership was the strongest predictor of employee performance. Thus, this study confirms the findings by (Langat et al, 2019;Ma and Yang, 2020;Widodo et al, 2020). Idealized influence, as the current study shows, is the most influential factor in employee performance, and clearly, leaders in the hospitality industry should display determination and a sense of authority while providing a clear vision and sense of mission to their followers.…”

“…According to Langat et al (2019), employee job performance among lower level insurance company managers in Kenya was positively affected by idealized influence. Transformational leaders serve as mentors in their teams or departments, focusing on the followers' personal development, learning and accomplishments (Nidadhavolu, 2018).…”

Exploring the role of inspirational motivation to institutions of higher learning

“…Several scholars have attempted to operationalize the dimension of inspirational motivation in different research works. Langat et al, (2019) operationalized it in terms of creating vision, developing a plan for realizing the vision, mobilizing commitment towards the vision through communication; Nyokabi et al, (2017) considered it in terms of communicating the vision, motivating and encouraging team spirit while Hughes (2014) operationalized it in terms of talking optimistically about the future, articulating a compelling vision for the future, talking about what needs to be accomplished, expressing confidence that goals will be achieved, creating exciting image of what is essential to consider and encouraging team spirit.…”

“…Of these three, empirical work appears deficient in explaining how they apply as well as contribute to organizational outcomes. Langat et al, (2019) used communication, team work and motivation in general and did not integrate the aspect of vision. Nyokabi et al, (2017) though focusing on inspirational motivation generalized the conceptualization and operationalization of the construct so as to measure its impact as a composite and failed to account for how the specific ingredients of inspirational motivation contribute to organizational outcomes.…”

“…For the institutions of higher learning that have assimilated this national vision, it is important to shed light on how transformational leadership has been applied at different levels of hierarchy to position the universities for the achievement of the national vision amidst growing concerns for quality and relevance of the services obtained from the universities (OECD, 2016;UNESCO, 2017). Besides, extant empirical work on the various dimensions of transformational leadership indicates that inspirational motivation has not been studied independently to show how its attributes have been applied to explain organizational outcomes (Langat, Linge & Sikalieh, 2019;Nyokabi et al, 2017;Hughes, 2014).…”