Influence of Transactional Leadership Style on Performance of Agricultural Enterprises in Kenya

Abstract

The influence of Transactional Leadership Style on the Performance of Agricultural Enterprises in Kenya has been evaluated. The assessment of agricultural enterprises' performance encompassed both financial and non-financial indicators. The microenterprise sector, a significant catalyst for economic expansion in Kenya and numerous other countries, has been overlooked in prior research that concentrated on large corporations. The overarching theory was the Path Goal Theory of Leadership. Academics have predominantly adopted quantitative methodologies, neglecting the potentially explanatory value of qualitative approaches. The objective of the study was to assess the influence of the transactional leadership style on the performance of agricultural enterprises in Kenya with a null hypothesis linked to it. The Study utilized explanatory sequential mixed methods approach. Quantitative data were gathered using closed-ended questionnaires, while qualitative data were gathered using interview guides and focused group discussion guides. The study employed a cross-sectional survey design. The research sample consisted of 222 leaders and employees out of the population of 525 from a census of 105 agricultural enterprises for the quantitative study. Qualitative research adopted a sample of 40 participants. The quantitative was analysed using the Statistical Package for Social Scientists (SPSS) version 28.0.1. Inferential statistics was used to test the hypothesis while qualitative data was analysed using content analysis to arrive at conclusions and recommendations. The results revealed that Transactional Leadership Style significantly influenced the performance of agricultural enterprises in Kenya. The study concludes that agricultural enterprises in Kenya can significantly enhance their performance by incorporating transactional Leadership Style. Capacity building organizations, donor agencies and government agencies wanting should develop policies that help enterprises to adopt transactional leadership style for enhanced performance to address challenges of food security