Influence of selling situational leadership style on employee commitment within non-governmental organizations in Kenya

This paper addresses the influence of selling situational leadership style on employee commitment within Non-Government Organizations (NGOs) in Kenya. Methodically, the study was guided by the positivism research philosophy. The study applied a descriptive correlational research design which was used to analyze data and provide responses to the research question and confirm or reject the correlation between two or more variables using hard data from the use of various data collectionmethods. The major emphasis is on determining cause and effect relationships. The population of the study was 80,299 employees from 2,816 NGOs operating within Kenya. Stratified random sampling was used to select 383 respondents for the study, having a response rate of 94.5%. Primary data was collected using semi-structured questionnaires that were designed based on the research objectives. Both descriptive and inferential statistics were employed in the analysis. The regression analysis revealed that selling situational leadership style influenced the employee commitment (β = 0.432, p=0.00) showing that a change of selling situational leadership style by a unit influenced employee commitment by 22.6%. From the empirical evidence and conclusion, this study recommends that the NGOs’ managers need to apply selling situational leadership style so that employees that are provided with equal chances at the workplace, feel acknowledged for their contribution. In turn, this leads to a sense of belonging and shared purpose among them. Thus, this encourages them and motivates them to give their best efforts to the companies.