AUTHENTIC LEADERSHIP STYLE AND PERFORMANCE OF STATE CORPORATIONS IN KENYA.

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dc.contributor.authorMERCY WAMBUI NYAMBURA
dc.date.accessioned2026-03-31T09:04:59Z
dc.date.available2026-03-31T09:04:59Z
dc.date.issued2025-09
dc.descriptionThesis
dc.description.abstractThis study examined how authentic leadership style influences the performance of state corporations in Kenya, ethical leadership, related relationships, proactive leadership, and self-awareness. The study tackled perennial problems in state-owned corporations, like Delayed projects, weak financial accountability, and poor sustainability were attributed to leadership gaps. Under the guidance of four theories: Authentic Leadership, Social Learning, Leader-Leader-Member Exchange (LMX), and Transformational Leadership, the research applied a descriptive cross-sectional design targeting 171 support staff across eight departments in selected state corporations, such as Planning and Design, Construction, Road Asset Management, Policy Strategy and Compliance, Corporate Services, Audit Services, Corporation Secretary and Legal Services, and Supply Chain Management. Data were gathered through structured questionnaires and analyzed using SPSS Version 26. Construct validity was applied to ensure alignment between the tools and theoretical constructs, while Cronbach’s Alpha showed good reliability for most variables: ethical leadership (α = 0.764), proactive leadership (α = 0.742), self-awareness (α = 0.803), and excellent reliability for performance (α = 0.997). However, these related relations showed a lower reliability score (α = 0.629), and thus, they required improvement. The regression analysis found that the combined leadership dimensions collectively explained 14.1% of performance variation (R2 = 0.141, F = 6.792, p = 0.000). All of them had significant positive effects, with self-awareness being the strongest predictor (B = 1.218, p = 0.000), then ethical leadership (B = 0.879, p = 0.007), proactive leadership (B =0.701, p = 0.019), and related relationships (B = 0.645, p = 0.034). ethical leadership had a negative standardized beta value (β = -0.224), suggesting potential resistance or reform-related disruptions. Correlation analysis confirmed that self-awareness had the strongest correlation with performance (r = .293), followed by proactive leadership (r = .228), and connected relationships (r = .227), while ethical leadership showed no significant correlation (r = .040). The study concluded that true leadership elements, especially self-awareness, positively affect performance through improved morale, innovation, accountability, and cooperation. It advocated ethics education, open communication, institutional reinforcement for innovation, and the development of emotional intelligence. Future studies were recommended to dig into regional variation, the organizational culture, and the impacts of internet transformation on leadership effectiveness in the public sphere.
dc.identifier.urihttps://repository.cuea.edu/handle/123456789/607
dc.language.isoen_US
dc.publisherTHE CATHOLIC UNIVERSITY OF EASTERN AFRICA
dc.subjectAuthentic leadership style
dc.subjectorganizational performance
dc.subjectstate corporations
dc.subjectpublic sector leadership
dc.subjectleadership effectiveness
dc.subjectKenya
dc.titleAUTHENTIC LEADERSHIP STYLE AND PERFORMANCE OF STATE CORPORATIONS IN KENYA.
dc.typeThesis

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