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The effects of transformational leadership on employee engagement: A survey of civil service in Kenya

Datche, A. Evelyn* and  Mukulu,  Elegwa

College of Human Resource Development,  Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya.
P. O Box 42551 – 80100,   Mombasa. Kenya.

*Corresponding Author Email: edatche(at)
Tel.: +254722794412

Article Number:  |   Pages:  |     |   DOI:

 Received:  Accepted: January 29, 2015  Published:


This study aimed at establishing the effects of transformational leadership; a leadership approach believed to cause changes in individuals and organizations, on employee engagement. The emphasis was on the influence of idealized influence, inspirational motivation, intellectual stimulation and individualized consideration of supervisors in the civil service in Kenya on engagement of subordinates to the organizations. A survey data collected from 252 civil servants from 18 top performing state corporations was used to explore the existing relationships. Stratified random sampling was employed to select the respondents for the study. Primary data was collected using structured questionnaire and data analyzed with the help of the SPSS version 22. The findings revealed that transformational leadership though positively related to employee engagement in general; the leader behaviors of intellectual stimulation and individualized consideration of supervisor were found to be positive and moderately related to employee engagement. Supervisors’ inspirational motivation of leader was weak and insignificant while idealized influence was negatively related to employee engagement. The researchers thus recommends that HR managers should develop training programs for leaders in civil service around transformational leadership with emphasis on inspirational motivation, intellectual stimulation and individualized concern if these leaders are to influence their subordinates’ engagement to their organizations.

Transformational leadership, employee engagement, civil service

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