AUTHENTIC LEADERSHIP AND ORGANIZATIONAL PERFORMANCE IN THE PUBLIC SECTOR IN KENYA: A CASE OF THE NATIONAL TREASURY

Abstract

The ability to delegate effectively, articulate a vision that inspires positive change, and cultivate employee confidence are fundamental characteristics of an effective leader. The objective was to examine authentic leadership and organizational performance within Kenya's public sector, focusing on the National Treasury as a case study. The theoretical framework included goal-setting theory, adaptive leadership theory, and authentic leadership theory, which served as the foundational theory. A descriptive research design was employed for this research work. The target population consisted of 300 employees, from which a random sample of 171 was selected. Questionnaires were adopted as the primary tool for data collection. A pilot study was conducted with ten randomly chosen employees from the target population, who were not included in the final analysis. Quantitative data were analyzed using SPSS Version 27. Prior to drawing general conclusions, the uncoded raw data collected from the field were examined, and results were presented in tabular form. The relationships between variables were illustrated through inferential statistics. The findings indicated that relational transparency significantly influences organizational performance, establishing it as a crucial predictor of performance. Additionally, the results revealed that an internalized moral perspective also has a significant effect on organizational performance. The study proposed several recommendations for enhancing the National Treasury and similar organizations: Given that relational transparency enhances performance, it is essential for managers at the National Treasury to maintain balance and consistency in their objectives, motivations, and values, while also being transparent in their communications with staff. Through self-disclosure, leaders can foster trust and intimacy, thereby enhancing teamwork and collaboration.