The Relationship between Leadership Styles and Lecturers' Job Satisfaction in Institutions of Higher Learning in Kenya

Abstract

University management and academic staff have a critical role to diligently play in fulfilling university's mandate. Effective and efficient governance and management of both private and public universities have a direct bearing on the overall quality of the institutions. With management operating under laid down governance structures, it is crucial that specific leadership styles are adopted to make easier their roles. This paper examines the relationship between leadership styles and Lecturers' job satisfaction in higher learning institutions in Kenya. A target population of 2,773 administrators and lecturers in chartered public and private universities in Rift Valley Region of Kenya was considered. A sample of 605 participants was then obtained. The study employed convergent parallel mixed methods design with census, random and systematic sampling techniques to select the respondents. Purposive sampling was also used to select information-rich cases. Questionnaires, interview and document analysis were used for data collection. Both qualitative and quantitative data was analysed.Pearson correlation coefficient, independent-samples t-test, One-way ANOVA and regression coefficients were employed with the use of the Statistical

The Impact of Leadership Styles on Government Construction Project Success: A Structural Equation Modelling Approach

“…Such gives stakeholders an opportunity to seek for clarification on the set project objectives and tasks through their individual or group consultations (Rok, 2009). It also makes stakeholders feel valued as part of management (Kiplangat, 2017).…”

“…Moreover, consulting and exchange of ideas with stakeholders especially the local community on matters pertaining to tasks, execution plans, rewards, designs, project goals, and benefits, makes them feel part of and indebted to the project (Kiplangat, 2017). This triggers their cooperation and offers support to the project to ensuthatthe project succeeds (Ndifuna, 2015;Williams and Walton, 2013).…”