Influence of Leader’s Self-awareness on Employee Commitment in Agencies Implementing Public Financial Management Reforms in Kenya
Keywords:
agencies, employee commitment, implementing, leaders, public financial management reforms, self-awarenessAbstract
This paper addresses the influence of leader’s self-awareness on employee commitment in agencies implementing Public Financial Management Reforms (PFMRs) in Kenya. Methodically, the study was guided by the positivism research philosophy. The study applied descriptive correlational research design because it reveals accurate information that allows for inferences through hypothesis testing. This approach was favored because it explains what is in existence and, in turn, assists in revealing new realities and meanings, thus broadening the scope of the phenomenon under study. The population of the study was 747 managers from the Kenyan PFMRs implementing agencies. Simple random sampling technique was adopted to select 260 managers for the study. Primary data was collected using a structured questionnaire. Both descriptive and inferential statistical analyses methods were employed. The Binary logit regression model was significant with Chi-square χ² (1) = 133.239, p<.001, and the model summary result shows the Nagelkerke R square of .731. The study accepted the alternative hypothesis, which stated that leaders' self-awareness significantly influenced employee commitment among managers in agencies implementing PFMRs. From the empirical evidence and conclusion, the study recommends that leaders must understand themselves, recognize their strengths and flaws, and confidently convey them. By so doing, they will transfer confidence to the staff, leading to their dedication.
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Copyright (c) 2023 Winnifred Gacheru, James Karimi
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This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
