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Influence of participative and achievement oriented leadership styles on employee job satisfaction in commercial banks in Kenya

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  • Davidson Mghanga Mwaisaka

    (Chandaria School of Business, United States International University -Africa, Nairobi, Kenya)

  • George K'Aol

    (Chandaria School of Business, United States International University -Africa, Nairobi, Kenya)

  • Caren Ouma

    (Chandaria School of Business, United States International University -Africa, Nairobi, Kenya)

Abstract

The purpose of the study was to examine the influence of participative and achievement-oriented leadership styles on employee job satisfaction in commercial banks in Kenya. This study adopted the positivism research philosophy while building a descriptive correlational research design. The target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in Kenya as of June 2018. , the study drew a sample size of 386 employees reporting to middle-level managers, using a stratified sampling technique. Data were collected utilizing a questionnaire and analyzed using descriptive and inferential statistics — statistical Package for Social Sciences (SPSS) version 20. The results of the study showed that a participative leadership style and achievement-oriented leadership styles positively and significantly predicted employee job satisfaction. From the results of the regression analysis after moderation, it was revealed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction. Key Words:Participative Leadership, Achievement-Oriented Leadership, Path-Goal Leadership Styles, Employee Job Satisfaction

Suggested Citation

  • Davidson Mghanga Mwaisaka & George K'Aol & Caren Ouma, 2019. "Influence of participative and achievement oriented leadership styles on employee job satisfaction in commercial banks in Kenya," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 8(5), pages 42-53, September.
  • Handle: RePEc:rbs:ijbrss:v:8:y:2019:i:5:p:42-53
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