Influence of idealized influence on employee job performance in the insurance industry in Kenya
Geoffrey K. Langat,
Teresia K. Linge and
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Geoffrey K. Langat: Chandaria School of Business, United States International University â€“Africa, Nairobi, Kenya
Teresia K. Linge: Chandaria School of Business, United States International University â€“Africa, Nairobi, Kenya
Damary Sikalieh: Chandaria School of Business, United States International University â€“Africa, Nairobi, Kenya
International Journal of Research in Business and Social Science (2147-4478), 2019, vol. 8, issue 5, 266-273
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. Key Words:Transformational Leadership, Idealized Influence, Employee Work Value Congruence, Employee Job Performance
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Persistent link: https://EconPapers.repec.org/RePEc:rbs:ijbrss:v:8:y:2019:i:5:p:266-273
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