Political Staff Promotions, Vice Chancellor’s Leadership Style and Performance of Private Universities in Kenya
DOI:
https://doi.org/10.53819/81018102t4257Abstract
This study investigated the relationship between political staff promotions, the vice chancellor's leadership style, and the performance of private universities in Kenya, highlighting their significant roles in shaping the educational landscape. Despite the renowned flexibility, autonomy, and competitiveness of private universities, these institutions in Kenya encountered challenges due to political staff promotions and leadership dynamics, potentially impacting their performance and standing in the competitive educational sector. The research was prompted by concerns over the suboptimal performance of private universities in Kenya, with issues such as quality of education, financial constraints, fierce competition, and governance problems being key contributing factors. The study aimed to explore the effects of political staff promotions and the leadership style of vice chancellors on the performance of these institutions, seeking to understand the dynamics influencing their success or shortcomings. Employing Transformational Leadership Theory and Resource Based View Theory as its foundation, the research utilized a descriptive design for an in-depth analysis. Data were collected from a purposively selected sample of five prominent private universities in Kenya through questionnaires and interviews targeting vice chancellors, deans, and lecturers. This methodological approach facilitated a detailed examination of the research variables and their interrelations. The findings indicated that political staff promotions had insignificant impact on university performance, with a non-significant p-value of 0.666 (B = -0.174), suggesting that political considerations, while present, did not substantially affect institutional effectiveness. In contrast, the vice chancellor's leadership style showed a significant positive correlation with university performance, evidenced by a significant p-value of 0.020 (B = 0.475), indicating the role of effective leadership in driving institutional success. This underlined the potential of strong, visionary leadership to guide private universities towards higher levels of excellence and competitiveness. The study recommends a focus on leadership development, the implementation of transparent promotion processes, and efforts to improve teaching quality and infrastructure. By addressing these areas, private universities in Kenya could strengthen their foundations, better navigate existing challenges, and seize opportunities for ongoing improvement and significant contributions to the wider educational sector.
Keywords: Leadership style, university performance, political staff promotions, higher education management, private universities in Kenya
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