Transformational Leadership on Cross-Cultural adjustment and Employee Commitment among Expatriates Working in selected Mission Hospitals in Kenya Abigael Chepkirui

Abstract

Globalization has expanded the scope of business. Many companies' worldwide strategy rely on the contributions of expatriates, who are crucial in filling skill gaps in foreign business operations, transferring management knowledge or corporate culture, launching new operations, and coordinating activities on a global scale. However, the expatriates face challenges that stem from cultural differences and employee commitment. The commitment levels of expatriates depend on how well and how quickly the expatriate manages to adjust to the unfamiliar culture of the host country. Therefore, the main objective of this study was to determine moderating effect of transformational leadership on cross-cultural adjustment and employee commitment among expatriates working in selected mission hospitals in Kenya. Specific objectives were to determine the effect of non-work factors; work factors; interaction factors on employee commitment of expatriates working in selected mission hospitals in Kenya, to evaluate the moderating effect of transformational leadership on the relationship between non-work factors, work factors, interaction factors and employee commitment of expatriates working in selected mission hospitals in Kenya. The study was guided by the Three-Component Commitment Theory. The study utilized an explanatory research design. A simple random sampling technique was used in collecting data from a target population of 156. A sample of 112 respondents was drawn from a target population of selected mission hospitals. A closed questionnaire was used in data collection. Both descriptive (mean, standard deviation) and inferential statistics (correlation, multiple regression, linear regression, Baron and Kenny moderation model) at p<.05 were used to analyze the data obtained and to test the hypotheses. The findings found that the standardized coefficient beta weights results indicated that; non work factors (β=1.277, p=0.000), work-related factors (β= -1.033, p=0.000), and interaction factors (β=0.706, p=0.000) significantly affect employee commitment. Moderation model results showed that; transformational leadership had a positive and significant effect on employee commitment (β=0.951, p=.0000), transformational leadership had a positive and significant moderating effect on the relationship between non-work factors and employee commitment (β=1.127, p=0.0000), transformational leadership had a negative and significant moderating effect on the relationship between work-related factors and employee commitment (β= -0.168, p=0.022) and transformational leadership had a positive and significant moderating effect on the relationship between interaction factors and employee commitment (β=0.377, p=0.0000). All the null hypotheses were rejected since the P-values results were significant and less than 0.05. In conclusion, employee commitment can be achieved among expatriates working in selected mission hospitals in Kenya through cross cultural adjustment which include work, non-work and interaction factors. In addition, transformational leadership moderates the relationship between cross-cultural adjustment and employee commitment. The study recommends that human resource managers in selected mission hospitals should set up policies on the cross-cultural adjustment of expatriates in their hospitals. Also, managers of institutions in the home country should prepare their expatriates on cross-cultural adjustment mechanisms to adapt to their commitment in their host country