A STUDY ON THE EFFECTS OF MOTIVATIONAL LEADERSHIP ON HUMAN CAPITAL PRODUCTIVITY IN THE KENYA PUBLIC SERVICE: A CASE STUDY OF THE KENYA WILD LIFE SERVICE (KWS)
Ruth Kanini Bosire - Master of Arts in Organisational Leadership, Boston University, USA
Dr. Faustin Ntamushobora - Boston University, USA
ABSTRACT
The aim of this study was to establish the effects of motivational Leadership on human capital productivity in the Kenya public service. Specifically the study sought to: determine the relationship between motivational leadership and human capital productivity in the public service; to identify the benefits (if any) of whether human capital gain from effective motivational leadership; and to determine how effective motivational leadership practices support human capital to achieve positive outcome. The study adopted a census research design. The population comprised all managers based in Kenya Wildlife Service (KWS) headquarters in Langata, Nairobi County. Thirty four (34) KWS managers were interviewed. The study relied on quantitative data and data collected through a questionnaire structured to meet the objectives of the study. Quantitative information was summarized into frequencies, percentages and graphs. Responses were tabulated, coded and processed by use of a computer Statistical Package for Social Science (SPSS) version 17.0 program to analyze the data. Qualitative information in the questionnaire were transcribed and reported in narrative reports. The study found out that the relationship between the workers and the leaders in the KWS within the context of productivity is effective and this is commendable as it shows that the leadership of KWS embraces the spirit of team work. Further, the study found out that KWS prepares workers to transition from follower to leader with the required skills frequently. This shows that the leadership of KWS is inspirational and recognizes the importance of career development through promotions and in one way it serves to motivate the employees to work hard. The study concludes that KWS deployed sufficient personnel to manage its workforce. The study found that KWS is yet to revive shared vision between levels of leadership; give rewards. This study recommends that KWS should adopt positive reinforcement for good work performance. Furthermore, KWS should inculcate mentorship programmes to groom future leaders. In addition, KWS should increase capacity building, fairness in awarding promotions with clear structure with growth. More so, KWS should come up with programmes such as team building, employee welfare, celebrating heroes’ day, trainings and development, mentoring programmes, coaching and role-play programmes, develop succession plans. However, most importantly, KWS should create a conducive working environment. Finally, this study recommends that it is important for the KWS to come up with plans to engage employees in policy formulations. This will act to harness their leadership ability more effectively.
