Leader Empowerment Behavior and Performance of State Agencies in Kenya

Authors

  • Wilfred Gituma M’mutiga Scholar, Jomo Kenyatta University of Agriculture and Technology image/svg+xml
  • Prof. Patrick Karanja Ngugi (PhD), Professor, Jomo Kenyatta University of Agriculture and Technology image/svg+xml
  • Dr. Peter Maku Ngatia, PhD Senior Lecturer: Jomo Kenyatta University of Agriculture and Technology image/svg+xml
  • Sunday Polycarp Kayoi Obilloh, PhD Scholar, Jomo Kenyatta University of Agriculture and Technology image/svg+xml

DOI:

https://doi.org/10.61108/ijsshr.v3i2.192

Keywords:

Leader empowerment behavior, Board Composition, Performance of State agencies in Kenya

Abstract

This study examined the influence of leader empowerment behavior on the performance of state agencies in Kenya, with board composition evaluated as a moderating variable. The research was motivated by persistent underperformance and ethical challenges within Kenyan state agencies, often attributed to weak leadership and governance failures. Guided by theories including Ethical Leadership, Institutional Theory, Kohlberg’s Moral Development, and Social Learning Theory, the study employed a mixed-methods approach and a census sampling strategy targeting senior managers and board members of 135 state agencies. Data were collected using semi-structured questionnaires and analyzed through both descriptive and inferential statistics, including correlation and moderated regression analysis. The results revealed that leader empowerment behaviors—such as power-sharing, team building, and capacity development positively and significantly influenced agency performance. Furthermore, board composition, defined by factors such as expertise, gender parity, and independence, was found to significantly moderate the relationship between empowerment behavior and agency performance. The analysis confirmed that effective empowerment practices, when complemented by well-structured and diverse boards, fostered organizational accountability, service quality, and policy implementation. Despite these positive outcomes, challenges such as political interference and lack of merit-based appointments remained significant barriers to the realization of effective ethical leadership.The study concluded that promoting empowerment behaviors and strengthening board governance were vital to enhancing the operational efficiency of state agencies. Recommendations included implementing structured empowerment programs, fostering team-oriented cultures, improving board diversity, and reducing political influence in leadership appointments. Future research was recommended to explore the long-term impacts of empowerment strategies, the integration of digital tools in leadership, and the interaction between board dynamics and technological innovation in the public sector.

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Published

2025-07-22

How to Cite

M’mutiga, W. G., Ngugi , P. K., Ngatia, P. M., & Obilloh, S. P. K. (2025). Leader Empowerment Behavior and Performance of State Agencies in Kenya. International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p), 3(2), 132–146. https://doi.org/10.61108/ijsshr.v3i2.192

Issue

Vol. 3 No. 2 (2025): International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p)

Section

Articles

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