Bachelor of Business Information Technology

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    LEADERSHIP STYLES AND ADOPTION OF DIGITAL TRANSFORMATION IN THE PUBLIC SECTOR IN KENYA: A CASE STUDY COMMUNICATIONS AUTHORITY OF KENYA
    (Management University of Africa, 2024-09) ALBERT KOCHEI
    Public sector institutions in Kenya are struggling with digital transformation due to ineffective leadership, a lack of understanding of how leadership styles impact this process, and a significant digital divide, which hinders equitable access to services and exacerbates social inequalities, ultimately risking the country's economic and social benefits as outlined in its Vision 2030 plan. Therefore, the main aim of this study was to investigate the leadership styles and adoption of digital transformation in the public sector in Kenya: A case study of the Communications Authority of Kenya. This objective guided the study to determine the effect of visionary leadership style on the adoption of digital transformation, to establish the effect of transformational leadership style on the adoption of digital transformation, to assess the effect of transactional leadership style on the adoption of digital transformation, to establish the effect of participative leadership style on the adoption of digital transformation and to ascertain the effect of authoritative leadership style on the adoption of digital transformation. Transformational Leadership Theory and Adaptive Leadership Theory was guiding the study. The study adopted a descriptive research design. The target population was 230 employees of the CAK involved in digital transformation projects. Yamane formulae were used to calculate a sample size of 146 respondents. Stratified sampling was used to select respondents. Data was collected through the use of questionnaires. A pilot study was conducted in the Media Council of Kenya (MCK) to ascertain the validity and reliability of research instruments. The data was coded and entered into the computer for analysis using the Statistical Package for Social Sciences (SPSS Version 25). Quantitative data from the questionnaires was analyzed using descriptive and inferential statistics. Descriptive statistics included frequency, percentages, mean, and standard deviation. The inferential analysis was carried out through regression analysis to test the direct and indirect effects of the study variables. Data was presented in tables. The study results revealed that there was a positive linear effect of visionary leadership style on the adoption of digital transformation in the public sector in Kenya. (β1=0.202, p=0.020). Transformational leadership style has a positive and significant effect on the adoption of digital transformation in the public sector in Kenya (β2=0.253, p=0.001). Transactional leadership style has a positive and significant effect on the adoption of digital transformation in the public sector in Kenya (β3=0.134, p=0.035). Participative leadership style was found to have a positive and significant effect on the adoption of digital transformation in the public sector in Kenya (β4=0. 240, p=0.005). Authoritative leadership style was found to have a positive and significant effect on the adoption of digital transformation in the public sector in Kenya (β5=.162, p=0.017). The study concluded that digital transformation in Kenya's public sector is influenced by visionary, transformational, transactional, participative, and authoritative leadership styles. Visionary leaders communicate a clear vision, inspire creativity, empower employees, and provide resources for learning digital skills. Transactional leaders outline rewards, clarify performance goals, and emphasize consequences of not adopting digital tools. participative leaders involve team members in decision-making and foster innovation. Authoritative leaders communicate vision, set expectations, and provide feedback. The study recommended that leaders should strengthen visionary leadership practices, cultivate transformational leadership styles, leverage transactional leadership, and adopt participative leadership styles to effectively communicate the vision for digital transformation and inspire employees to embrace new digital tools and processes. They should also provide resources, support, and celebrate successes and emphasize the potential consequences of not adopting new digital tools.