LEADERSHIP STYLES AND ACADEMIC STAFF TURNOVER INTENTIONS IN UNIVERSITIES IN KENYA

Abstract

This study established the effects of leadership styles on academic staff turnover intentions in universities in Kenya. The specific objectives were to: establish the effect of employee leadership styles (autocratic, democratic and laissez-faire) on academic staff turnover intentions. The study hypothesized that there was no statistically significant relationship between leadership styles and academic staff turnover intentions in universities in Kenya. The study was anchored on Lewin Kurt model of leadership and the Harvard model of HRM. The study was anchored on positivism research philosophy and a descriptive cross-sectional survey design was used. The study population was 17,210 academic staff in chartered universities in Kenya from whom a sample of 364 academic staff was drawn. A multistage sampling technique was used. Data was collected using a questionnaire. Data were analyzed using both descriptive and inferential statistics. Reliability was established through the use of Cronbach's Alpha coefficient. The results revealed that autocratic leadership style has a significant positive influence on academic staff turnover intentions. In contrast, democratic and laissez-faire leadership styles negatively influence academic staff turnover intentions in universities in Kenya. The findings will contribute to theory, policy-making and HRM practice.