The Mediated-Moderation Effect of Employee Motivation And Regulatory Framework on The Relationship Between Leadership Practices And Performance of Chartered Universities in Kenya

Abstract

Purpose of the study: This study aimed at establishing the mediated-moderation effect of employee motivation and regulatory framework on the relationship between leadership practices and the performance of chartered universities in Kenya. Statement of the problem: Effective leadership practices are essential cornerstone to ensure university performance while sustaining the university’s competitive advantage in the unpredictable aggressive marketplace. However, studies show that many universities in Kenya have faced challenges which include lowering the enrollment rate of college students, low salary, lack of promotion opportunities, unsatisfactory leader behavior, student discipline problems, uncooperative colleagues and unconducive working environment, lack of effective and efficient quality service delivery to clients, inadequate quality manpower, inadequate research, staff turnover, followed by student anxiety and increased faculty strikes. Such challenges have been attributed to weak leadership practices of university leaders who have neglected regulatory framework as one of the key mechanisms by which strategic leaders lead their organizations to sustainability and which consequently has led to the underperforming of most of universities for many years. Research methodology: The study adopted a positivist research philosophy and a cross- sectional design. The target population was 49 chartered universities operating in Kenya. Data was collected from academic registrars, persons in charge of human resources, finance, quality assurance and student chairpersons. Primary data was collected using a survey questionnaire combining closed-ended and open-ended questions distributed to 4 employees from the university management and 1 student chair as respondents. Data were analyzed using descriptive and regression analysis. Results of the study: The correlation results indicated a positive and significant association between leadership practices and performance (r=.664; sig=.000), between employee motivation and performance (r=.752; sig=.000), between regulatory framework and performance (r=.599, p=000). The null hypotheses were rejected while the alternative hypotheses were accepted. Hence, a strong and statistically significant relationship between leadership practices, employee motivation, regulatory framework and performance of chartered universities in Kenya exists. Conclusion: The findings are useful to the leadership of Kenyan universities in the formulation of strategies and policies for improving performance. The results of this study may serve as a basis for university leaders to assess their leadership strengths and weaknesses and would use the findings to become more effective university leaders. Recommendations: The study recommends that chartered universities in Kenya should take into account all the various dimensions of leadership practices, employee motivation, regulatory framework and performance for a better and continual performance.