LEADERSHIP COMMITMENT AND INCLUSIVITY CULTURE IN STATE CORPORATIONS IN KENYA

Abstract

The primary objective of this study was to examine the relationship between leadership commitment and the creation of an inclusivity culture within the Kenya Revenue Authority (KRA). Specifically, the study evaluated the effects of leadership vision, and leadership policies on the development of an inclusivity culture at KRA. The research explored the intersection of leadership commitment and inclusivity integrating key theories such as Transformational Leadership Theory, and Social Identity Theory. Transformational Leadership Theory served as the anchor theory, emphasizing how leaders inspire and motivate employees toward higher performance levels and organizational change. The study targeted all 1,320 employees working at Times Tower, employing stratified random sampling to select 132 respondents for participation. Primary data were collected using a structured questionnaire that contained both open and closed-ended questions, while secondary data were gathered from journals, books, and reports. Data analysis was performed using descriptive statistics, including regression analysis and standard deviations, alongside thematic analysis to identify and interpret patterns related to leadership commitment and inclusivity culture. The findings revealed that KRA leadership exhibited significant commitment to inclusivity, positively correlating with employee perceptions of the inclusivity culture. Specifically, leadership vision emerged as the most influential factor in fostering inclusivity. Overall, this research contributes to the understanding of the vital role leadership commitment plays in shaping an inclusive organizational culture and provides actionable recommendations for enhancing inclusivity practices within KRA.