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Passive Leadership Styles Influence on Employees’ Performance in Kenya: A Study of Turkana County

Author

Listed:
  • Daniel Nawose Ing’ollan

    (School of Paris, France)

  • Josse Roussel

    (School of Paris, Paris, France)

Abstract

The issue of leadership influences the performance in many areas and although the area has been researched the relationship between the style that leaders adopt and its impact on performance is not well known. This is because employees respond differently to every style and if you combine whole style it emerges that some styles yield better in certain sectors and poorly in certain areas. This is why this study sought to examine how leaders who adopt passive styles influence performance in the county government.

Suggested Citation

  • Daniel Nawose Ing’ollan & Josse Roussel, 2019. "Passive Leadership Styles Influence on Employees’ Performance in Kenya: A Study of Turkana County," Bussecon Review of Social Sciences (2687-2285), Bussecon International Academy, vol. 1(2), pages 28-39, October.
    • Handle: RePEc:adi:bsrsss:v:1:y:2019:i:2:p:28-35
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    References listed on IDEAS

    as
    1. Armstrong, J. Scott & Overton, Terry S., 1977. "Estimating Nonresponse Bias in Mail Surveys," MPRA Paper 81694, University Library of Munich, Germany.
    2. Brenda Beryl Achieng Otieno & Esther Wangithi Waiganjo & Agnes Njeru, 2015. "Effect of Employee Engagement on Organisation Performance in Kenya¡¯s Horticultural Sector," International Journal of Business Administration, International Journal of Business Administration, Sciedu Press, vol. 6(2), pages 77-85, March.
    Full references (including those not matched with items on IDEAS)

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