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The Relationship between Leadership Styles And Company Performance: A Study of COYA CEOS in Kenya.

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dc.contributor.author Lumbasi, George W.
dc.date.accessioned 2016-01-14T12:36:05Z
dc.date.available 2016-01-14T12:36:05Z
dc.date.issued 2015
dc.identifier.uri http://erepo.usiu.ac.ke/11732/2080
dc.description A Paper by George Lumbasi based on his DBA Dissertation during the EAMARC conference at USIU- Africa in November 2015 en_US
dc.description.abstract In Uganda, Omvir and Singh (2011)- The implication of African leadership on the growth of African economy. - Findings- For greater economic growth, Participative and supportive leadership be used as opposed to the autocratic style Koech and Namusonge (2012)- Effects of leadership styles on organizational performance at state-owned corporations in Kenya. – Recommend that managers should discard laissez-faire leadership style by becoming more involved in guiding their subordinates Globally- Changing trends are placing new pressures on leaders and complicating their role in organizations (Kouzes & Posner, 2012). According to Cavico and Mujtaba (2008), the problem of poor performance experienced by many companies in Africa are linked to a leader’s style of doing things. In some Kenyan cases, leaders fail to produce positive results in their companies due to the leadership style they apply (Machuki, Aosa, and Letting’, 2012) en_US
dc.publisher United States International University - Africa en_US
dc.title The Relationship between Leadership Styles And Company Performance: A Study of COYA CEOS in Kenya. en_US
dc.type Presentation en_US


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