The Mediating Effect Of Organizational Culture In The Relationship Between Charismatic Leadership And Job Satisfaction In National Schools In Kenya

Abstract

Employee job satisfaction is a critical aspect because it affects work-related behaviors such as efficiency, absenteeism and turnover. Although previous studies have focused on assessing the relationship between charismatic leadership and job satisfaction, there are reasons to believe that organizational culture could mediate this relationship. The purpose of this study was to investigate the mediating effect of organizational culture on the relationship between charismatic leadership style and job satisfaction in national schools in Kenya. The study was hinged on three theories, Charismatic leadership theory, Organizational culture and effectiveness theory and Equity theory. The study adopted explanatory survey research design and targeted the 8,160 teachers in all the 94 national secondary schools in Kenya. In terms of time horizon, the study used cross sectional system. A sample of 367 teachers was selected using proportionate and systematic sampling systems. Primary data was collected using closed-ended questionnaires using drop off and pick up method. The data was then analyzed using both descriptive and inferential statistics. Linear and hierarchical regression models were used to test the study hypotheses. Out of the 367 questionnaires issued, 318 were returned for analysis giving a return rate of 87%. The study found that charismatic leadership (β = .527, p<.05), humanistic orientation (β = .539, p<.05) and achievement orientation (β = .449, p<.05) all have a positive and significant relationship on job satisfaction. Further, humanistic and achievement orientations partially mediate the relationship between charismatic leadership and job satisfaction. It is recommended that policy makers design policies that ensure that employees are treated as human capital and be involved in setting of goals and targets of their organizations. Further, institutionalized programmes should be established so that those not blessed with natural charisma can developed. A lso, deliberate efforts should be made by school administrators to create and sustain humanistic and achievement cultures in their institutions. The study suggests that future studies could adopt a longitudinal study design since it could provide more insight on how employees feel about their jobs, their organizational culture and the leadership style of their leader over a period of time. In conclusion, the results of this study extend the existing literature by providing empirical evidence that organizational culture mediates the relationship between charismatic leadership and job satisfaction in the education sector in Kenya.