Influence of Principals’ Intellectual Stimulation on Students’ Performance at Kenya Certificate of Secondary Education in Public Secondary Schools, Kenya
Article Sidebar
Main Article Content
Abstract
Transformational leadership is an ideal characteristic which enables the principals to engage with followers and raise consciousness about the significance of specific outcomes and new ways in which those outcomes might be achieved. The purpose of this study was to investigate the influence of principals’ intellectual stimulation on student academic performance in Kenya Certificate Secondary Examination (K.C.S.E) in Makueni County, Kenya. The objective that guided the study was to: assess how the principals’ intellectual stimulation influences students results at Kenya Certificate of Secondary Education. with the hypothesis that there is no relationship between principals’ intellectual stimulation with students’ mean scores at Kenya Certificate of Secondary Education Makueni County, Kenya. The study used transformational leadership theory by Burns (1978) which has four dimensions namely idealized influence, inspirational motivation, intellectual stimulation and individual consideration; all of which are critical in determining academic achievement. The conceptual framework of this study is based on the relationship between the principal transformational with academic performance. The sample comprised of 111 principals, 729 teachers and 12 Ministry of Education officials drawn from 388 secondary schools. Questionnaires and interview guide were used to collect data. Validation of the questionnaires were through test re-test method and use of expert judgment. The coefficient value was 0.85 at alpha = 0.05. Data was analysed using both descriptive Pearson’s correlation coefficient that test showed a strong correlation for Intellectual stimulation and KCSE students’ mean scores. The result indicated a negative and strong correlation between intellection stimulation and students’ KCSE performance (r=-.195, p-value<0.05) respectively. It was concluded that principals’ collective sense of mission and valuing ideas of the followers increased performance. The following recommendations were made: KEMI to carry out transformational leadership seminars for the principals on intellectual practices. The Ministry of Education Policy makers should establish policies on transformational leadership. Teacher trainers especially the universities ought to review curriculum to include analysis of school managers and also have simulated situations.
Article Details
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
References
Ahmad, J., Ather, M. R., & Hussain, M. (2014). Impact of Big Five personality
traits on Job performance (Organizational commitment as a mediator). Paper presented at the Management, Knowledge and Learning International Conference 2014, Portorož, Slovenia.
Anjali, K., & Anand M., (2015) “Setting the stage for effective leadership: Antecedents of transformational leadership behaviour”. The Leadership Quarterly, Vol, 15, 195-210
Bass, B. M., and Riggio, R. E. (2006). Transformational Leadership (2nd ed.). New Jersey, London: Lawrence Erlbaum Associates
Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press
Bellé, N. (2013). Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation. Journal of Public Administration Research and Theory, Vol 24:109–136
Bell, Z., & Mengue, M., (2012). Transformational leadership in an acquisition: a field study of employees. The Leadership Quarterly, 18, 49-68
Cohen, L., Manion, l., & Morrison, k., (2013). Research methods in education. New York: Routedge.
Elkins, M., & Keller, R.T., (2013). Leadership model, methods, and application. In I.B. Weiner (Series Ed.) & W.C. Borman, D.R. Llgen, & R. Klimoski (Vol. Eds.) Handbook of psychology, Vol.12; Industrial and organizational psychology (pp. 277-307). HOBOKEN, in: Wiley.
Fryrear, A., (2015). 3 Ways to Improve Your Survey Response Rates: Typical Response Rates for Common Survey Types. https://www.surveygizmo.com/survey-blog/surveyresponse-rates/
Gardner, W. L., Lowe, K. B., Moss, T. W., Mahoney, K. T., & Cogliser, C. C.
(2010). Scholarly leadership of the study of leadership: A review of The Leadership Quarterly's second decade, 2000–2009. The Leadership Quarterly, 21(6):922-958.
Hadebe, L., (2013). Transformational leadership in Government secondary schools’ in School Leadership. American International Journal of Social Science Vol. 3, No. 6.
KEMI (2014). Diploma in Education Management, Transforming Education Management, Module 2, Distance Learning Course. Nairobi, KEMI
Kolzow, D. R., (2014). LEADING FROM WITHIN: Building Organizational Leadership Capacity. Atlanta GA: Southern Economic Development Council,
Kothari, C. R. & Garg, G (2014) Research Methodology: methods and techniques (3rded). New Delhi, India: New age international publishers
Liu, P., (2013) A transformational school leadership model in Chinese urban upper secondary schools. - International Studies in Educational Administration. Vol. 41 (3), 73-94.
Mbithi, A.M. (2014). Transformational leadership organizational characteristics, employee outcomes, leader-member relations and performance of universities in Kenya: Published PhD Thesis, University of Nairobi.
Muia, P. N. (2018). Influence of Principals’ transformational leadership practices on academic performance in Kenya certificate of secondary education in Mbooni West sub- county, Kenya. An unpublished PhD Thesis, University of Nairobi.
Ministry of Education (2018). Provincial Director of Education, Analysed KCSE Results 2013-2017).
Mojgan, A., Kamariah, A.B., & Seedah, S, S. (2012). Factors affecting the transformational leadership role of principals’ in implementing ICT in schools. The Turkish online Journal of Educational Technology, Vol. 11, (4).
Ndiritu, A. W. (2012). Effect of principals’ transformational leadership characteristics on students’ academic performance in secondary schools in Nairobi County, Kenya: Nairobi, Kenya. UON.
Northouse, P. (2016). Leadership: Theory and Practice. Los Angeles: Sage Publications, Inc.
Ogola, M. G., Sikalich, D., and Linge, T. K., (2017). Influence of Intellectual Stimulation Leadership Behaviour on Employee Performance in SMEs in Kenya. International Journal of Business and Social Science Vol. 8, No. 3.
O’Leary, Z. (2014). The essential guide to doing your research project (2nd ed.). London: SAGE.
Osebgo, I. E. & Ifeakor, A. C. (2011). Psychological measurement and evaluation in education: issues and applications. Onitsha: Fomech Printing and Publishing Co. Ltd.
Robinson. V.M., Lioyd, C.A., & Rowe, k.j., (2008). The impact of leadership on school outcomes: An analysis of different effects of leadership types. Educational Administration Quarterly, 44 (5), 635-674.
Saxe, D. (2011). Relationship between transformational leadership and emotional and social competence of the school leader. Dissertation paper 63. Http//ecommons.lu.edu/lu-diss/63
Sundi, K., (2013). Effects of transformational leadership and transactional leadership on employee performance of Konawe education department at southeast Sulawest. International Journal of Business and Management Invention.
Tims, M., Bakker, A. B., & Xanthopoulou, D. (2011). Do transformational leaders enhance their followers' daily work engagement? The Leadership Quarterly. Vol. 22, 121-131.
Warrilow, S. (2012). Transformational Leadership Theory -The 4 Key Components in Leading Change & Managing Change. Retrieved September 29, 2015, from http://EzineArticles.com/?expert=Stephen_ Warrilow.