The Role of Transformational Leadership on Employees' Performance: A Case of Silverland Tanzania Limited in Iringa Region

Sara Eliakim; Emmanuel Matiku; Blandina Kisawike

doi:10.37284/eajbe.6.2.1546

Sara Eliakim University of Iringa
Emmanuel Matiku, PhD University of Iringa
Blandina Kisawike, PhD University of Iringa

DOI: https://doi.org/10.37284/eajbe.6.2.1546

Keywords: Employees Performance, Idealized Influence, Inspirational Motivation, Individualized Consideration, Intellectual Stimulation, Transformational Leadership

Share Article:

Abstract

This study assessed the role of transformational Leadership on employees' performance at Silverland Tanzania Limited. Specifically, the study aimed to determine the role of idealized influence, inspirational motivation, and individualized and intellectual stimulation on employees' performance at Silverland Tanzania Limited. The study employed the case study research design since the study targeted a specific organization, Silverland Tanzania Limited. The target population of this study was 420 employees working at Silverland Tanzania Limited. The study population involved senior managers and subordinates at Silverland Tanzania Limited. From this population, a sample size of 205 was involved, which included 201 subordinate respondents and four senior managers. Simple random sampling and purposive sampling techniques were used to select the respondents, data collection was done by questionnaire, in-depth interview and secondary data obtained through annual reports, and newsletters, Data analysis was done by descriptive and Multiple regression analysis to understand the phenomena under study. Findings revealed that inspirational motivation and individualized consideration had a positive and significant role on employees' performance at Silveland Tanzania Limited. Also, idealized influence and intellectual stimulation had a positive but insignificant role on employees' performance at Silveland Tanzania Limited. The study recommended that since intellectual stimulation and idealized influence had insignificant roles in influencing employees' performance at Silverland Tanzania Limited, much effort should be taken to address factors hindering their effectiveness. In addition, the management should use inspirational motivation and individualized consideration to increase employees' performance

Downloads

Download data is not yet available.

References

Alahmad, Y. Y. (2016). Understanding the relationship between Transformational Leadership Styles: Idealized Influence, Intellectual Stimulation, Inspirational Motivation, Individualized Consideration and Product Innovation among Manufacturing and Services Firms: The role of Open System. Unpublished master’s thesis, The University of Toledo, US.

Abimbola, S. M. (2017). The influence of Leadership Styles on Employees’ Performance; A Study of Selected Private Universities in Ougun State -Ghana. Global Journal of Commerce and Management Perspective, 6(6), 5-13.

Alban, M. & Thomas, M. (2006). A Management Contravance for Effective Performance of Small and Medium Enterprises in Tanzania. A Survey of Selected SMEs in Ilala Municipality.

Aunga, D. A. & Masare, O. (2017). Effects of Leadership Styles on Teacher’s Performance in Primary Schools of Arusha District Tanzania: International Journal of Educational Policy Research and Review, 4(4), 42-52.

Astudy, U. and Udin, (2020). The effect of perceived organizational support and Transformational Leadership on Affective Commitment and Employee Performance. Journal of Asian Finance, Economics and Business. Vol. 17, No. 10, Pg 401.

Bass, B. M. (1985). Leadership: Good, better, best. Organisational Dynamics, VOl. 13. No. 8. Pp 26-40.

Benta, W. A, Juliana, M. N, & Teresia, K. L. (2018) Effect of Inspirational Mpotivation on Employee Performance in Regulatory State Corporations in Kenya. Journal of Human Resource and Leadership. Vol. 3 No. 1

Burn, J. M. (1978). Leadership, Harper & Row. New York.

Caillier J. G. (2014). Toward a Better Understanding of the Relationship between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance: A Preliminary Study. Public Personnel Management, 43(2), 218-239.

Chally, (2019). Constructing Validity: New Development in Creating Objective Measuring Instrument. Vol. 12, Pg 14-27

Emu, K.E, & Umeh, O. J. (2024). Hoe Leadership Practises Impact Job Sartification Of Customer Relationship Officers. Journal of Management Policies and Practices. Vol. 2(3), pg. 19-56

Pace, F.; Sciotto, G. (2022). Gender Differences in the Relationship between Work–Life Balance, Career Opportunities and General Health Perception. Sustainability 2022, 14, 357. https://doi.org/10.3390/ su14010357

Gallup, 2003, cited in Melcrum (2005), Employee Engagement: How to Build A High Performance Workforce.

Geoffrey K.L, Teresia L., & Damary S. (2019). Influence of Idealized Influence on employee job performance in the insurance industry in Kenya. International Journal of Research in Business and Social Science. Vol. 8 (5), Pg. 266-273

Gitu P. and Awuor, E. (2020) Influence of charismatic Leadership and Intellectual stimulation on organizational performance in the energy sector in Kenya. International Journal of Innovation, Leadership and Entrepreneurship Vol.2 (3), Pg 67-79.

Gichohi, P.K. (2014). The Role of Employee Engagement in Revitalizing Creativity and Innovation at the Workplace: A Survey of Selected Libraries in Meru County- Kenya. Library Philosophy and Practice (e-journal).1171.

Granty, A.M. (2012). Leading with meaning: Beneficiary contact, pro social impact, and the performance effects of transformational Leadership. Academy of Management Journal, Vol. 55 No. 2. Pp. 458-476.

Ha, N. M. & Nguyen, T.V. H. (2014). The Influence of Leadership behaviours on Employee Performance in the Context of Software Companies in Vietnam. Advances in Management & Applied Economics, 4(3),157-171.

Ipsos MORI (2006) Engaging employees through corporate responsibility

Israel, A. N. (2016). Chief Executive Officer Leadership Role and Small and Medium Enterprises Performance in Southwest Nigeria. International Journal Advances in Management and Economics, 5(5), 40-49.

Jing, L. & Yingqian, H. (2011). Empirical Study of Transformational Leadership on Employees’ Adaptive Performance. Journal of Management, 3(8), 2321- 5763.

Judge, T.A. and Piccolo, R.F. (2004). Transformational and Transactional Leadership: A Meta- Analytic Test ofTheir Relative Validity. Journal of Applied Psychology, 89(5), pp. 755-768.

Kaiser, H. F. (1974). An Index of Factorial Simplicity. Psychometrika, No. 39, PP 31 - 36.

Kennedy, O. N. and Geofrey, S. N. (2018). Influence of Intellectual stimulation on the performance of commercial Banks in Kenya. European Journal of Business and Strategic Management, Vol.3. No.8, Pg 32-46.

Kirui, J. K., Irаvo, M. А., & Kаnаli, C. (2015). Thе rolе of trаnsformаtionаl lеаdеrship in еffеctivе orgаnizаtionаl pеrformаncе in stаtе-ownеd bаnks in Rift Vаllеy in Kеnyа. Intеrnаtionаl Journаl of Rеsеаrch in Businеss Mаnаgеmеnt, 3(10), 45-60.

Kothari, R. C. & Garg, G. (2014). Research methodology: Methods and Technique (3rd Ed). New Age International Publishers, New Delhi.

Lee, J. (2005) Effects of leadership and leader-member exchange on commitment.Leadership & Organization Development Journal, 26(8), pp. 655-72.

Magigi, W (2015): Research Proposal Development and Report Writing, Safi Publishers and Trading Co. Ltd.

Mohаmmаd, S. I. S., АL-Zеаud, H. А., & Bаtаynеh, А. H. Е. (2011). Thе rеlаtionship bеtwееn trаnsformаtionаl lеаdеrship аnd еmployееs’ sаtisfаction аt Jordаniаn privаtе hospitаls.Businеss аnd Еconomic Horizon, 5(2), 35-46.

Mwongeli, N. S. & Juma, D. O. (2016). Influence of Transformational Leadership on Employee Performance: A case Study of Safaricom Limited. Strategic Journal of Business & Change Management, .3(2), 32-55.

Ndirangu J. W. (2018). Influence of Transformational Leadership on Employee Performance. A Case Study of Local Non-Governmental Organizations in Kenya. (Google Scholar).

Ngaither, U. (2015). Effective Employee Engagement in the Workplace. International Journal of Applied Management and Technology. Vol.16 (1), Pg 50-67.

Nguyen, M. H., & Nguyen, T. H. (2014). The Influence of Leadership behaviours on Employee Performance in the Context of Software Companies in Vietnam. Advances in Management & Applied Economics, 4(3), 157-171.

Nyenyembe, F. W. (2016). Leadership Styles and Teachers’ Job Satisfaction in Tanzanian Public Secondary Schools. Universal Journal of Educational Research 4(5), 980-988.

Northouse, P. G. (2010). Leadership Style and Employee Performance in Cameroon. Open Journal of Leadership. Vol.9, No.4.

Octaviannan, R., Pandjaitan, N.& Kuswanto, S. (2017). Effect of Job Satisfaction and Motivation towards Employee’s Performance in XYZ Shipping Company. Journal of Education and Practice, 8(8).

Ogola, M. G, Sikalieh, D., & Linge, T. K. (2017). The influence of Individualized consideration leadership behavior on employee performance in small and medium enterprises in Kenya. International Journal of Business and social science. Vol. 8(2), Pg. 163-173

Overstreet, R. E. (2012). The influence of Transformational Leadership on organizational performance. The Journal of Asian Finance, Economics and Business. Vol.8, (2), Pg 583-593.

Pradeep, D. D., & Prabhu, N. R. V. (2011). The relationship between effective Leadership and employee performance. International Conference on Advancements in Information Technology, 20, 198-207.

Rafia C, Harly, C, & Scotet, E. (2020). Leadership Style and Personnel Performance. International research Journal of Management, IT & Social Science. Vol. 9 No. 4, Pg 430-440

Sundi, K. (2013). Effect of Transformational Leadership and Transactional Leadership on Employee Performance of Konawe Education Department at Southeast Sulawesi Province. International Journal of Business and Management Invention 12 (2):50-58.

Thamrin H. M. (2012). The Influence of Transformational Leadership and Organizational Commitment on Job Satisfaction and Employee Performance. International Journal of Management and Technology, 3(5), 566-572.

Uyzimaz, O. A. (2015). The Influence of Transformational leadership on follower’s performance through upward knowledge management and organisational learning. International journal of business and Social research. Vol. 5. No. 6. Pp 12-22.

Verissimo, J. M. C and Lacerda, T. M. C. (2015). Does Integrity matters for CRS practices in organisations? The mediating roles of Transformational leadership. Business Ethics. A European review. Vol 24. No1. Pp 34-51.