Abstract: The main objective of this study was to examine the effect of transactional leadership style on quality assurance in institutions of higher learning in Kenya. This study focused on 19 public chartered universities and 18 private chartered universities. Using stratified sampling, 249 leaders were selected to represent the total population. The study used a mixed research approach of exploratory and descriptive designs. The questionnaire was used to gather relevant information from the respondents. Data collected was analyzed using both descriptive and inferential statistics. Linear regression curves were developed and these revealed positive correlations between transactional leadership style and quality assurance in institutions of higher learning in Kenya. The study recommended that leaders who prefer transactional leadership style need to acknowledge that an institution of higher learning cannot be equated with business sector as this may water quality assurance. Use of strategies, governance and language borrowed from the for-profit world may cause faculty and other key players to reject change. Institutional leaders need to realize that market-driven forces and the drive for revenue and profits may obstruct goals such as quality and equity. At the same time the approach of transactional leadership style may lead to change in the face of academic organization to a business set up leading to dysfunctional sector.
Keywords: Transactional Leadership Style, Quality Assurance, Higher Learning Institutions.
Title: EFFECT OF TRANSACTIONAL LEADERSHIP STYLE ON QUALITY ASSURANCE IN INSTITUTIONS OF HIGHER LEARNING IN KENYA
Author: Millicent Atieno Mboya, Susan Were, Romanus Odhiambo Otieno
International Journal of Management and Commerce Innovations
ISSN 2348-7585 (Online)
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