EFFECT OF IDEALIZED INFLUENCE ON CHANGE MANAGEMENT IN PUBLIC UNIVERSITIES IN KENYA

Abstract

Public universities in Kenya experience frequent leadership transitions due to the contractual nature of top management positions, typically occurring every five years. These changes often introduce varying leadership styles and operational approaches, posing challenges for organizational stability and effective change management. This study assessed the effect of idealized influence, a key dimension of transformational leadership, on change management in public Universities in Kenya. The study is anchored on the Transformational-Transactional Theory and also draws from ADKAR change model, and Kotter’s Eight Step Change Model to explore how leadership practices affect change management. A descriptive survey research design was adopted, with a study population comprising 669 staff members from Chuka University. A stratified random sampling technique yielded a sample of 215 respondents, and primary data was gathered using questionnaires. The findings from regression analysis indicated that idealized influence significantly and positively affects change management in public universities in Kenya. The study concluded that leaders who exhibit idealized influence through integrity, vision, and strong values are pivotal in facilitating successful organizational change. Consequently, public universities are encouraged to prioritize leadership development, focusing on idealized influence to enhance change management processes. Further research is suggested to explore the long-term effects of idealized influence on innovation, staff creativity, and overall organizational performance within the context of change management.