Effect of Transformational Leadership on Employee Job Satisfaction within the Solidarity Initiative for Refugees in Turkana, Kenya
DOI:
https://doi.org/10.70619/vol6iss2pp1-14-830Keywords:
Transformational Leadership, Job Satisfaction, Humanitarian OrganizationsAbstract
The humanitarian sector in Kenya is experiencing increasing employee disengagement, necessitating an urgent understanding of how leadership practices contribute to job satisfaction in under-resourced humanitarian organizations. This study explored the effect of transformational leadership on job satisfaction among employees in Solidarity Initiative for Refugees (SIR), a humanitarian agency in Turkana, Kenya. It focused on: Inspirational Motivation, Idealized Influence, Intellectual Stimulation, and Individualized Consideration. The research was grounded in Transformational Leadership Theory, Leader-Member Exchange Theory, and Job Demands-Resources Model. A descriptive correlational research design was adopted, targeting the entire population of 67 SIR employees through a census approach, with structured questionnaires as the primary data-collection instrument. Data were processed in SPSS Version 29 and analyzed using descriptive and inferential statistics, including Pearson correlation and multiple linear regression. Results demonstrated that Inspirational Motivation (β = .319, p < .05) exerted the strongest positive influence, followed by Individualized Consideration (β = .289, p < .05), Intellectual Stimulation (β = .279, p < .05), and Idealized Influence (β = .140, p < .05). All dimensions were statistically significant predictors of job satisfaction. An important finding was the remarkably low mean score for fair treatment of all employees (M = 2.45), indicating a considerable leadership gap within the organization. The study revealed that transformational leadership techniques collectively improve job satisfaction in humanitarian settings. Recommendations include implementing ethical supervisory conduct policies, structured mentoring programs, and cross-departmental innovation forums. Future research should investigate the moderating role of cultural factors and the longitudinal effects of transformational leadership on employee job satisfaction in Kenya's humanitarian sector.
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