Influence of Intellectual Stimulation Leadership on Job Enrichment among Employees in the Banking Sector in Kenya: A Case of SBM Bank

Abstract

The purpose of the study was to determine the influence of intellectual stimulation leadership on job enrichment among employees in SBM Bank. The research was guided by the following specific objectives: to determine the effect of critical thinking on job enrichment among employees at SBM Bank: to examine the effect of innovation on job enrichment among employees at SBM Bank and to assess the effect of creativity on job enrichment among employees at SBM Bank. In this study, a correlational research design was adopted. The population for this study was 900 employees of SBM Bank. The sampling frame was obtained from the Human Resource office of SBM Bank to ensure all employees were involved. This study adopted stratified sampling since the population itself was stratified in nature. A sample size of 277 employees from SBM Bank was used in this study. A structured questionnaire was used in data collection. The questionnaires contained closed-ended questions that ensured respondents restriction to certain categories in their responses. To establish the reliability of the questions before the actual administration, the pilot test was carried out. After the pilot study, amendments were done and the final questionnaire prepared for collection of data. To enhance research quality, quantitative method of data analysis were utilized. The findings were presented using tables and figures. The study showed that collaborative problem solving was a powerful strategy for achieving high performance. Correlation analysis showed that there existed a statistically significant linear relationship between critical thinking and employee job enrichment at SBM bank, (r (195) = 0.461, p<.05). The model summary results indicated that critical thinking as a study variable accounted for 20.8% of the variability in employee job enrichment at SBM bank (R² = .208). Analysis of Variance (ANOVA) indicated that there existed a statistically significant linear relationship between critical thinking and employee job enrichment, and that critical thinking was significant to employee job enrichment at SBM bank (F (1,194) = 52.066, p<.05), and that critical thinking could statistically influence the employee job enrichment at SBM bank by 56% (β = 0.560, t (195) = 7.216, p<.05). The study revealed that innovation was needed due to changes in the competitive business environment. Correlations showed that there existed a statistically significant linearrelationship between innovation and employee job enrichment at SBM bank, (r (195) = 0.522, p<.05). The model summary results indicates that innovation as a study variable accounted for 26.8% of the variability in employee job enrichment at SBM bank (R² = .268). ANOVA showed that there existed a statistically significant linear relationship between innovation and employee job enrichment, and that innovation was significant to employee job enrichment at SBM bank (F (1,194) = 72.098, p<.05), and that innovation could statistically influence the employee job enrichment at SBM bank by 43.1% (β = 0.431, t (195) = 8.491, p<.05). The study showed that a supportive work climate took creativity as the goal of its team(s). Correlations showed that there existed a statistically significant linear relationship between creativity and employee job enrichment at SBM bank, (r (195) = 0.304, p<.05). The model summary results indicates that creativity as a study variable accounted for 8.8% of the variability in employee job enrichment at SBM bank (R² = .088). ANOVA results showed that there existed a statistically significant linear relationship between creativity and employee job enrichment, and that creativity was significant to employee job enrichment at SBM bank (F (1,194) = 19.668, p<.05), and that creativity could statistically influence the employee job enrichment at SBM bank by 24.5% (β = 0.245, t (195) = 4.435, p<.05). The study concludes good decision-making needs, a mixture of skills and participation of workers in creative thinking influencing quality and competitiveness of management outcomes. Flexible structures within the banks were more effective and efficient in facilitating innovation and the environment of openness for employees combined with its organizational culture significantly promoted the banks’ innovativeness. The study recommends the management of SBM bank to include their employees in the process of decision-making. This may give them the opportunity to come up with solutions to problems. This may enhance employees to communicate with management and facilitate their ability and willingness to create and implement innovations within the banking systems and the bank operations.