Passive Leadership Styles Influence on Employees’ Performance in Kenya
Daniel Nawose Ing’ollan and
Josse Roussel
Additional contact information
Josse Roussel: LED - Laboratoire d'Economie Dionysien - UP8 - Université Paris 8 Vincennes-Saint-Denis
Post-Print from HAL
Abstract:
The issue of leadership influences the performance in many areas and although the area has been researched the relationship between the style that leaders adopt and its impact on performance is not well known. This is because employees respond differently to every style and if you combine whole style it emerges that some styles yield better in certain sectors and poorly in certain areas. This is why this study sought to examine how leaders who adopt passive styles influence performance in the county government.
Date: 2019-10-20
References: Add references at CitEc
Citations:
Published in Bussecon Review of Social Sciences (2687-2285), 2019, 1 (2), pp.28-39. ⟨10.36096/brss.v1i2.132⟩
There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.
Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
HTML/Text
Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04276676
DOI: 10.36096/brss.v1i2.132
Access Statistics for this paper
More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().