Professional Documents
Culture Documents
BY
MUMIA TERESIA
MAY 2017
DECLARATION
ii
DEDICATION
This research project is dedicated to my parents Mr. and Mrs. Mumia who supported
me during this period.
iii
ACKNOWLEDGEMENT
This research study is a result of support from several sources; first I would like to
praise and honor the Almighty for granting me grace and power to write this project. I
would also like to thank my supervisor Mr. Jackson Gilo who supported and guided
me through his comments and advice that were very helpful in writing my project.. I
would like to thank the entire KIM community for their support and Swiss port Kenya
Management for allowing me to conduct this study at their premises. Thank you all
for it is by your support that I have successful finished this project.
iv
ABSTRACT
This research study sought to investigate the factors affecting leadership styles
adopted by flight handling agencies in Kenya with reference to the Swissport Kenya.
The specific objectives of the study were to determine the effects of communication,
training, job satisfaction, motivation and organizational culture on leadership styles
adopted by flight handling agencies in Kenya. This study would be significant to the
management of Swiss port Kenya, other flight handling companies, airlines and other
researchers.
From the study findings 62% of the respondents agreed that communication affects
leadership styles adopted by flight handling agencies whereas 98% of respondent
indicated that training affects leadership styles adopted by flight handling agencies.
Majority, 90% agreed that job satisfaction affects leadership styles adopted by flight
handling agencies whereas 58% indicated that motivation does affect leadership styles
adopted by flight handling agencies. On organization culture, 73% agreed that it
affects leadership styles adopted by flight handling agencies while 27% disagreed.
The researcher recommended that the company managers should establish a certain
comfort level over time with individual employees and these relationships should be
valued and nurtured by every individual in Swissport Kenya to ensure employer,
employee and customer work together and easily meet all needs thus encouraging
adoption of good leadership styles by flight handling agencies. Swissport Kenya
should ensure that they have such managers to remain competitive and engage their
employees in decision making to make them better understand linkage between their
performance and rewards they want most. It was also recommended that managers
should ensure that their culture is consistent with the societys ethical values and it
should not be strong to undermine individuals freedom.
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TABLE OF CONTENTS
DECLARATION.......................................................................ii
DEDICATION..............................................................................................................iii
ACKNOWLEDGEMENT............................................................................................iv
ABSTRACT...................................................................................................................v
TABLE OF CONTENTS..............................................................................................vi
LIST OF TABLES......................................................................................................viii
LIST OF FIGURES .....................................................................................................ix
OPERATIONAL DEFINITION OF TERMS...............................................................xi
LIST OF ABBREVIATIONS........................................................................................x
CHAPTER ONE
INTRODUCTION OF THE STUDY
1.1 Introduction...........................................................................................................1
1.2 Background of the Study......................................................................................1
1.3 Statement of the Problem......................................................................................5
1.4 Objectives of the Study.........................................................................................6
1.5 Research Questions...............................................................................................6
1.6 Significance of the Study......................................................................................7
1.7 Limitations of the Study........................................................................................7
1.8 Scope of the Study................................................................................................8
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction ..........................................................................................................9
2.2 Review of Theoretical Literature .........................................................................9
2.3 Review of Critical Literature..............................................................................28
2.4 Summary and Gaps to Be Filled.........................................................................29
2.5 Conceptual Framework.......................................................................................31
vi
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction .......................................................................................................33
3.2 Study Design ......................................................................................................33
3.3 Target Population................................................................................................33
3.4 Sample Design....................................................................................................34
3.5 Data Collection Procedures.................................................................................34
3.6 Data Analysis Methods.......................................................................................35
CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND INTERPRETATION OF FINDINGS
4.1 Introduction .......................................................................................................36
4.2 Presentation of Findings.....................................................................................36
4.3 Summary of Data Analysis.................................................................................51
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction.....................................................................................53
5.2 Summary of Findings..........................................................................................53
5.3 Conclusions.........................................................................................................54
5.4 Recommendations...............................................................................................55
5.5 Suggestions for Further Study............................................................................56
REFERENCES...........................................................................................................57
APPENDICES
Appendix - I Letter of Introduction
Appendix II Questionnaire
vii
LIST OF TABLES
Table 3.1 Target Population......................................................................................33
Table 3.2 Sample Size...............................................................................................34
Table 4.1 Response Rate...........................................................................................36
Table 4.2 Gender.......................................................................................................37
Table 4.3 Departments..............................................................................................38
Table 4.4 Years Worked in the Company..................................................................39
Table 4.5 Highest Level of Education .............................................................40
Table 4.6 Communication.........................................................................................42
Table 4.7 Extent of Effect of Communication..........................................................43
Table 4.8 Training.....................................................................................................44
Table 4.9 Extent of Effect of Training........................................................................45
Table 4.10 Job Satisfaction.........................................................................................46
Table 4.11 Extent of Effect of Job Satisfaction...........................................................47
Table 4.12 Motivation.................................................................................................48
Table 4.13 Extent of Effect of Motivation..................................................................49
Table 4.14 Organization Culture.................................................................................50
Table 4.15 Extent of Effect of Organization Culture..................................................51
viii
LIST OF FIGURES
Figure 1.1 Organization Chart....................................................................................4
Figure 2.1 Conceptual Framework...........................................................................31
Figure 4.1 Response Rate.........................................................................................36
Figure 4.2 Gender.....................................................................................................37
Figure 4.3 Departments............................................................................................38
Figure 4.4 Years Worked in the Company................................................................39
Figure 4.5 Highest Level of Education ............................................................40
Figure 4.6 Communication.......................................................................................42
Figure 4.7 Extent of Effect of Communication........................................................43
Figure 4.8 Training...................................................................................................44
Figure 4.9 Extent of Effect of Training......................................................................45
Figure 4.10 Job Satisfaction.......................................................................................46
Figure 4.11 Extent of Effect of Job Satisfaction.........................................................47
Figure 4.12 Motivation...............................................................................................48
Figure 4.13 Extent of Effect of Motivation................................................................49
Figure 4.14 Organization Culture...............................................................................50
Figure 4.15 Extent of Effect of Organization Culture................................................51
ix
LIST OF ABBREVIATIONS
DBM Diploma in Business Management
KIM Kenya Institute of Management
MBO Management by Objectives
NRB Nairobi
CEO Chief Executive Officer
x
OPERATIONAL DEFINITION OF TERMS
Communication Two-way process of reaching mutual understanding, in
which participants not only exchange encode-decode
information, news, ideas and feelings but also create
and share meaning.
Job Satisfaction is how content an individual is with his or her job.
Affective job satisfaction is the extent of pleasurable
emotional feelings individuals have about their jobs
overall, and is different to cognitive job satisfaction
which is the extent of individuals satisfaction with
particular facets of their jobs, such as pay, pension
arrangements, working hours,
Motivation Internal and external factors that stimulate desire and
energy in people to be continually interested and
committed to a job, role or subject, or to make an effort
to attain a goal.
Organizational Culture It is the set of values, norms, standards for behavior that
influence the way in which individual, groups and
teams interact to achieve organizational goals.
xi
CHAPTER ONE
INTRODUCTION OF THE STUDY
1.1 Introduction
This study will cover investigation on the factors affecting the leadership styles
adopted by flight handling agencies Kenya. The study consist of eight sections, that is
the background of the study, statement of the problem, objectives of the study,
research questions and the significance of the study, scope and limitations of the
study.
This requires that such leaders are resourceful and tactful, relying on their personal
qualities to assure effective performance in their leadership roles. Leadership
processes define, establish, identify, or translate this direction for their followers and
facilitate or enable the organizational processes with the aim of achieving the
organizational purpose. Organizational purpose and direction can be defined in terms
of mission, vision, strategy, goals, plans, and tasks. Leadership is tied to the continual
development and attainment of organizational goal (Datta, 2006).
1
functional one, meaning that leadership is at the service of collective effectiveness.
Describing a similar approach to team leadership, Aycan (2005) argued that the
leaders main job is to do, or get done, whatever is not being adequately handled for
group needs. If a leader managers, by whatever means, to ensure that all functions
critical to both task accomplishment and group maintenance are adequately taken care
of, then the leader has done his or her job well. These assertions can be made whether
leaders are leading groups, multiple groups combined into a department or a division,
the organization as a whole, or group of multiple organizations. This defining element
of organizational leadership also means that the success of the collective as a whole is
a (if not the) major criterion for leader effectiveness.
People are significant barriers in the attempt to drive strategic change. According to
Albers (2009), change leaders must create an environment where people involved in
the change process can open themselves up to new ideas and concepts, adopt new
assumptions, and overcome their hostility and resistance to change. Bentley (2002)
showed that lasting success in leading strategic change lies in the ability of leaders to
alter the mental maps of the people within their organization. They argued that instead
of an organization in approach, an individual out approach that seeks to realize
the goal of strategically changing the organization by first changing its individuals
must be adopted. This approach to change requires strong and emotionally intelligent
leaders who relate to the fears, anxieties and insecurity that people feel in change
environments. Effective change leaders share the following common characteristics:
act as framers of the change environment for both the organization and the affected
individuals; create and foster the climate necessary to nurture the change
environment, to learn from mistakes, and to fashion new solutions that drive
transformation; are the examples of change, providing a highly visible and credible
role model for the organization; are determined and dedicated, inspiring and
encouraging a passion for the success of the change initiative; and are interactive
networks who persuade, influence, explain, critique and occasionally cajole in their
commitment to sustain strategic change.
After all above theories other leadership theories were proposed and discussed
primarily by Management Science and Social Psychology researchers, which are
limited in perspective, excluding views of leadership developed in other disciplines,
2
as well as in Philosophy, History and Art. These theories are dominated by
hierarchical, linear, male, pragmatic and Newtonian perspective Leadership is one of
the key driving forces for improving firm performance. Leaders, as the key decision-
makers, determine the acquisition, development, and deployment of organizational
resources, the conversion of these resources into valuable products and services, and
the delivery of value to organizational stakeholders. Thus, they are potent sources of
managerial rents and hence sustained competitive advantage (Milner, 2007).
3
Prior research has examined various factors to explain the growth of firms, but the
role of the Job satisfaction of CEO has not been studied. Understanding relationships
between performance, Job satisfaction, business strategies, and management systems
should provide clues on how the growth paths of fast track firms differ from those of
lazybones. Prior research has focused on diverse personal, firm, and market
characteristics that influence small business success (Kuul, 2006). This thesis extends
such research by specifically analyzing the effects of Job satisfaction on small
business success.
4
1.3 Statement of the Problem
Stoner and Friedman (2003) define leadership styles as the various patterns of
behaviour favored by leaders during the process of directing and influencing workers.
Leadership style is the way in which the functions of leadership are carried out, the
way in which the manager typically behaves towards employees of the group. Cole
(2009) in support asserts that an individual's leadership style refers to their preferred
manner of tackling task and personal issues in delivering the goals set for the group or
team. Attention given to leadership style is based on the assumption that subordinates
are more likely to work effectively for managers who adopt a certain style of
leadership than for managers who adopt alternative style. Mullins (2008) argues that
leadership style is related to motivation, interpersonal behaviour and the process of
communication. He goes on to say that keeping people motivated is key or central to
the organizational performance. This therefore Mullins (2010) suggests that the
leader-follower relationship is reciprocal and effective leadership is a two way process
that influences both individual and organizational performance.
5
1.4 Objectives of the Study
1.4.1 General Objective
The main objective of this study was to investigate the factors affecting leadership
styles adopted by flight handling agencies Kenya.
6
fully the factors affecting effective leadership styles and where to improve so as to
maintain consistency satisfaction of customer and creation quality services to the
customers.
1.6.4 Airlines
The findings of the study will assist top management airline organizations to
understand fully the factors affecting effective leadership styles and where to improve
so as to maintain consistency in satisfying of customer and creation of quality services
to the customers.
1.7.2 Bureaucracy
Since every organization have rules and regulation stipulated by the acts on which
such organization are formatted. The researcher encountered long time during the
process of answering the questionnaires basically this challenge was explained to the
management the importance of the research especially with respect to answering
questions and how the findings would help the organization bridge the gaps developed
by the student and help future scholars for their academic work.
7
1.8 Scope of the Study
The study sought to determine the factors affecting the leadership styles adopted by
flight handling agencies Kenya. It will be limited to Cargo department at Swissport
Kenya which is located at JKIA - Cargo Terminal 3 in Nairobi. The study focused on
the operations manager, operational supervisors and cargo staff with a population of 88
employees and took a period of three months from February 2017 to May 2017.
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
8
This chapter reviews the various past studies that has been carried out in relation to
leadership styles adopted by flight handling agencies. The chapter presents the various
literatures existing in the subject in terms of introduction, theoretical reviews, critical
reviews, summary and conclusion.
When you want to make advertisement you should be clear enough that like. It is
important for the customers to know who you are but it is more important for them to
understand what you can do for them. It is quite obvious that people look at their own
interest first. While making an ad this should be your entry point. Let them know first
who you are and then highlight the unique aspects of your product and services,
something that others don't offer. Only then you can attract the customers towards
your brand. It is a wrong idea that the customers will automatically get back to you if
your product is good. Your competitors are always trying hard to pull your customers
towards their product or service. So keep your customers reminding about the value
that they get when they buy your product or service (Brown, 2011).
You make a good advert. The customers come to you and buy your product. If your
product is not good and if you try to fool them they will never get back to you. In such
case no ad will be good enough to work. So when you go for advertising, try to
9
capture the reality. Example: In August 2009, Nissan worldwide launched a campaign.
They won the award of the best commercial of the year. They put a song "You Really
Got Me" in the backdrop which was a famous song those days. It was a very happy go
lucky advert. It won the award but didn't sell the product. Nissan they declined in
USA. Buyers of Nissan were lower in past 6 years. They had the loss of 500 and 18
million dollars in 1998 (Steward, 2011).
Reichheld (2009) notes that big-ticket purchases typically have a fair amount of
service and financing associated with them, both of which provide small businesses
with opportunities to nourish their relationship with the customer. In addition,
consultants observe that communication with ex-customers can be helpful as well. "A
defecting customer may offer a reason that points to a potentially serious problem
within your company. Communication with front-line employees, employees who are
kept appraised of changes in company products and services are far more likely to be
able to satisfy customers than those who are armed with outdated or incomplete
information. Many customers establish a certain comfort level over time with
individual employees a salesman, a project coordinator, etc. and these relationships
should be valued and nurtured by the small business owner. "Each customer has
special needs," observed Barrier, "and the longer that employee and customer work
together, the more easily those needs can be met. Companies that want long-term
relationships with their customers need equally healthy relationships with their
employees. In particular, they must encourage employee involvement."
10
Barrier (2009), invest in technology that aids customer service, Small businesses
should choose voice mail systems that make it easy for customers to contact the
person or department that they wish to reach. Technology systems can also help small
businesses gather information about their customers. Small gestures such as friendly
smiles, use of the customer's first name, and minor favors can have a disproportionate
impact on the way that a business is viewed. "Remember that small kindnesses can
carry a lot of weight. Address mistakes promptly and honorably, No business is
infallible. Errors inevitably occur within any business framework, and sooner or later
a customer is apt to be impacted. But business experts contend that in many instances,
these incidents can actually help strengthen the bond between a company and its
customers. "In the normal course of a business relationship, the depth of a vendor's
commitment will not be put to the test," wrote Barrier, "but a serious mistake will
reveal quickly just how trustworthy that vendor is.
Avoid equating price with customer service. Many small businesses find it difficult to
compete with larger, high-volume competitors in the realm of price, but most analysts
insist that this reality should not be construed as a failure in the realm of customer
service. Moreover, most experts indicate that many small businesses can triumph over
price differences, provided that they are relatively minor, by putting an extra emphasis
on service. "For some customers, of course, price is all that matters," admitted Barrier.
"Those are customers you probably can live without." Create a user-friendly physical
environment, Levinson, (2011) counseled small business owners to "design your
company's physical layout for efficiency, clarity of signage, lighting, accessibility for
the disabled and simplicity.
Any one of these traits might not be enough to sway a customer into beginning a long-
term relationship with a company. But combined with one another, they can be a
potent attraction to other businesses and consumers alike. As Stewart, (2011)
remarked deep satisfaction; the kind that creates loyalty isn't likely to result from one
big thing. A customer's decision to be loyal or to defect is instead the sum of many
small encounters with your company. Although smart entrepreneurs and business
managers recognize that customer service is an important element in ensuring
company success, it is a reality of life that a small percentage of customers are simply
incapable of being satisfied with the service they receive. Small business owners are
11
generally averse to letting any customers go, but consultants contend that some clients
can simply become more trouble than they are worth for any number or reasons. The
solution to determining whether a business owner should sever ties with a problematic
customer, observed Nation's Business, "may lie in defining the word 'customer'
properly: Someone who costs you money isn't a customer but rather a liability."
Lynn (2011) ,listed several scenarios in which consultants recommend that small
businesses consider ending their relationship with a troublesome client. Client
attitudes and actions that should prompt an honest assessment include: Lack of respect
or appreciation for the small business owner's work, Excessive demands, either on
company or individual staff members, Unreasonable expectations in terms of
monetary arrangements for work or good provided, proclivity for imposing difficult or
unrealistic deadlines, Tendency to pay bills late (or not at all), Treats company as a
commodity that can be discarded as soon as it ceases to be useful to the client. She
adds that, in some instances, honest communication with the client can salvage a
deteriorating relationship, but this does not always work. "If your attempts to make
the relationship a mutually productive one don't work," said Lynn, "it may be time to
move on and focus on more profitable clients or prospective clients. Calculate what
you will lose in gross revenue, and decide if you business can stand the financial hit."
If the business is able to withstand the loss of revenue, move forward to terminate the
relationship in a professional manner. If not, then the company's leadership needs to
develop a strategy to expand existing business relationships or garner new clients so
that the company can sever relations with the offending customer down the line.
12
communication depend upon both sender and receiver perceiving that a relationship
exist and that it places constraints upon the communication process. Before
embarking upon this process, employees should think carefully about their aim,
relationship, the context and prevailing attitude.
Byras (2009) examined factors that interfere with the communication process: Poor
listening skills good interpersonal communication skills involve not only sending
messages but also receiving them. The receiver should have a clear mind and write
down things that are important. It is vital to listen for intent as well as content. In the
media industry, whatever information is depicted from the radio or television medium
should have both content and intent for its audience. This could be through newscast
or commercials, the information is meant to change, restore, remind or re-position
products and services in the minds of targeted audience. Lack of feedback since
communication is a two way- process, information must flow back and forth between
sender and receiver.
13
Distortion may be due to noise in the transmission. Overloading is caused by
overworking of the communication channels due to an increased number of messages.
Organizational barriers: caused by inadequate of facilities is bound to delay the
transmission of information by oral means through the use of face to face
communication and conferences Also problems arise from the relative positions
superior and subordinates through the use of status symbols by the superiors personal
barriers if the communicate is not attentive to message, he will not be able to grasp
the meaning. Its normally caused by lack of understanding, or belief on his part that
the message is not worth the attention. This problem also arises from a lack of
confidence in the communicators, due to the belief that the communicator is not
competent.
Training is the process by which the aptitude, skill and abilities of employee to
perform specific jobs are increased while education is process of increasing general
knowledge and understanding of employee. Development is a long term education
process utilizing a systematic and organized procedures by which managerial person
learn connectional and theoretical knowledge for general purpose (Sharma, 2006).
14
According Bulter (2010), training is the process of increasing the knowledge and skill
of an employee for doing a particular job. It is an organized activity designed to create
a change in the thinking and behavior of people and to enable them to do their jobs in
a more efficient manner. In industry, it implies imparting technical knowledge,
manipulative skills, problem-solving ability and positive motivations. The purpose of
training is to enable the employee to get acquainted with their present or prospective
jobs and also increase their knowledge and skills. It makes new employee more
productive and efficient. It makes the old employee familiar with new machines and
techniques by refreshing their knowledge. Training is effective only when it is
properly planned and effectively executed. The effectiveness of a training program
should be evaluated so that necessary improvements may be made in it from time to
time.
According to Cole (2005), a well-planned and well executed training program can
provide many advantages. Training helps to improve the quality and quantity of work
output. It increases the knowledge and skills of employee. As a result the productivity
and performance of the organization increases. Training helps to reduce the time and
cost required to reach the acceptable levels of performance, and there is no time
wasted through trial and error. Training helps employee to grow faster to their career
thus helping them to promotion to higher posts. It develops positive motivations
among employee. Job satisfaction and morale are improved due to rise in earning and
job security of the employee. This reduces employee grievances because opportunities
15
for internal promotion are available to well trained personnel. Lastly training helps to
reduce the need for close and constant supervision of workers. A well-trained
employee is self-reliant in work and does not kike to shirk work. Therefore,
supervisory burden is reduced and the span of supervision can be enlarged.
According to Cole (2005), a training need is any short fall in terms of employee
knowledge, understanding, skills and motivations against what is required by the job.
All training activities must be related to specific needs of the organization and the
employee. A training program should be launched only after the training needs are
assessed clearly and specifically. The effectiveness of a training program can be
judged only with the help of training needs identified in advance. In order to identify
training needs, the gap between the existing and required levels of knowledge and
skills should be specified. The problems areas that can be resolved through training
are identified. The training needs are identified through organizational analysis, task
16
or role analysis and manpower. Once training needs have been identified, the training
staff can begin the tasks of sorting training priorities, drawing up initial plans, costing
them and then submitting their drafts plans for appraisal by the senior management.
Many organizations around the world have realized that effective management of
human resources in the organization is vital and a determinant index for the
sustainable competitive advantage and better performance of the organization for the
realization of its growth objectives among other objectives. Employers are being
encouraged, enlighten, stimulated and advised to exercise human resource activities
that are crucial to molding employee behavior to perform better. Employee
empowerment, decentralized decision making, team work, coordination and
17
cooperation are such activities that help the employer to fully tap the potential of the
employee through innovation, sharing of ideas and expanded workforce that leads to
expert solution to complex situations and problems that may arise in the organization.
As they say knowledge is power, its therefore necessary to enrich employees with
relevant skills and knowledge based on technological advancement through training
which can either be off-the job or on the job training. The organizations that practice
the above methodologies stands a greater chance of growing and strengthening
retention strategies and molding the corporate image as the organization will achieve
its set goals and the employees realize their interpersonal goals (Aycan, 2005).
However, the importance of job satisfaction diminishes when a firm has increased
bargaining power. For example, cell phone plan providers, such as AT&T and
Verizon, participate in an industry that is an oligopoly, where only a few suppliers of a
certain product or service exist. As such, many cell phone plan contracts have a lot of
fine print with provisions that they would never get away if there were, say, a hundred
cell phone plan providers, because job satisfaction would be way too low, and
customers would easily have the option of leaving for a better contract offer (Milner,
2007).
18
According to Sheila (2009), there is a substantial body of empirical literature that
establishes the benefits of job satisfaction for firms. Organizations need to retain
existing customers while targeting non-customers. Measuring job satisfaction
provides an indication of how successful the organization is at providing products
and/or services to the marketplace. Job satisfaction is an abstract concept and the
actual manifestation of the state of satisfaction will vary from person to person and
product/service to product/service. The state of satisfaction depends on a number of
both psychological and physical variables which correlate with satisfaction behaviors
such as return and recommend rate. The level of satisfaction can also vary depending
on other factors the customer, such as other products against which the customer can
compare the organization's products.
Good customer care gives customers satisfaction and companies must watch on the
customers' rising expectations all the time if they have the slightest chance of
surviving in this competitive market. The customer must be addressed properly, given
the correct and up to date information, be acknowledged and served as a friend.
Todays customers are very much aware of what they require and what's in the market
for them hence they must be satisfied at all costs (Kotler, 2011).
Kotler (2011) talks of one major way to differentiate a service firm and is by
delivering consistency higher quality services than a competitor. The key is to meet or
exceed the target customer services quality expectations. Customers expectation is
normally influenced by; word of mouth, communications, personal needs, past
experience and promotional activities while actual experience is determined by the
way an organization delivers its services. However during the delivery of services,
there occur several gaps that might affect the effective delivery of services including;
gaps between consumer expectations and management perception. Whereby the
management does not always perceive correctly what consumers want or between
management perception and service quality specifications, where the management
might correctly perceive the customers want but not set a specified performance
standard or may arise between service delivers and external communication, where
the consumer's expectations are affected by statements made by company
representatives and advertisements, gaps between service quality specifications and
services quality. The personnel might be poorly trained or capable of unwilling to
19
meet j the standards expected by the customers and lastly the gaps may occur between
perceived when the consumer misperceives the service quality.
According to Kotler (2011), consumers typically choose products and services that
give them the greatest value. Thus the key to winning and keeping customers is to
understand their needs and buying process better than competitors do and to deliver
more value. To the extent that a company can position itself as providing superior
value to selected target markets, either offering lower prices than competitors do or by
providing more benefits to justify higher prices, hence gains competitive advantage.
Job satisfaction is also influenced by perception of equity and fairness. Customers ask
themselves. Have I been traded fairly well compared or better quality services? Did I
pay a fair price for the service? Was I traded well in exchange from what I paid and
the efforts I expended? Notions of fairness are control to customers perception of
satisfaction with product and service. In addition to product and service features and
ones own individual feelings and beliefs, consumer satisfaction is often influenced by
other people. In a business setting, and satisfaction with a new service or technology
for example a new customer relationship management software services will be
influenced by individuals personal experience with software itself. But also by what
others do about it in the company, how others use it and feel about it, and how widely
it is adopted in the organization. Employees should be employed by making them
responsible for controlling their own actions. Empowering employees results in a
good state of mind and a feeling of control over how one performs his/her work,
awareness of the context in which the job is performed, accountability of their work
output, shared responsibility for unity and organizational performance and equity in
the rewards based on individual and collective performance (Kotler, 2011).
Aycan (2005) cites that companies can enjoy an excellent reputation largely because
of the expertise and knowledge of the workers and this is known as personnel
differentiation. Personnel differentiation requires that a company selects its customers
contact people and train them well. Staff motivation plays an important role in the
service delivery because a certified employee will most likely offer high quality
service to the end-customer. A company's service quality is as good as the people who
deliver it. Therefore it is essential for the company to recruit good people train them
extensively and let them give suggestions on improvement of their performance. The
20
customer perceives the entire company as giving bad/poor services when one
employee gives poor or bad services. Training of employees equips them with skills to
handle their present duties and have information concerning other sectors within the
organization that are outside the section.
Customers perceive services in terms of the quality of the service and how satisfied
they are overall with their experience. These customer oriented terms-quality and
satisfaction -have been the focus of attention for executives and researchers alike over
the last decades or more. Companies today recognize that they can complete more
effectively by distinguishing themselves with report to serve quality and improved
customer satisfaction. Rucker (2010), it is also important to recognize that although
we tend to measure consumer satisfaction at a particular point in time as if it were
static, satisfaction is or dynamic , moving target that may evolve over time, influenced
by a variety of factors. Particularly when product usage of the service experience
takes place over time, satisfaction may be highly variable depending on which point
in the usage or experience cycle one is focusing on.
According to Kotler (2011), similarly, in the case of very new services or a service not
previously, experienced, customer expectations may be barely forming at the point of
initial purchase, these expectations may well solidify as the process unfolds and
consumer begins to form his or her expectations. Through the service cycle the
consumer may have a variety of different organizations some good, some not good
and each will ultimately impact satisfaction. Job satisfaction is influenced by specific
product or service features and by perceptions of quality. Satisfaction is also
influenced by customer's emotional responses, their attributions, and their perceptions
of quality.
21
when you are at a very happy stage in your life, and your good, happy mood and
positive frame of mind have influenced how you feel about the services you
experience. Alternatively, when you are in a bad mood, your negative feelings may carry
over into how you respond to services, causing you to over read or respond negatively
to any little problem. Specific emotions may also be induced by the consumption
experience itself, influencing a consumer's satisfaction with the service.
2.2.4 Motivation
Morale is a psychological feature that arouses an organism to act towards a desired
goal and elicits, controls, and sustains certain goal directed behaviors. It can be
considered a driving force; a psychological drive that compels or reinforces an action
toward a desired goal. For example, hunger is a morale that elicits a desire to eat.
Morale has been shown to have roots in physiological, behavioral, cognitive, and
social areas. Morale may be rooted in a basic impulse to optimize well-being,
minimize physical pain and maximize pleasure. It can also originate from specific
physical needs such as eating, sleeping or resting, and sex. Morale is an inner drive to
behave or act in a certain manner. It's the difference between waking up before dawn
to pound the pavement and lazing around the house all day. These inner conditions
such as wishes, desires, goals, activate to move in a particular direction in behavior
(Friedman, 2009).
In summary, morale can be defined as the purpose for, or psychological cause of, an
action. A class of theories about why people do things seeks to reduce the number of
factors down to one and explain all behavior through that one factor. For example,
economics has been criticized for using self-interest as a mono-motivational theory.
Mono-motivational theories are often criticized for being too reductive or too abstract.
A number of motivational theories emphasize the distinction between conscious and
unconscious morale. In evolutionary psychology, the "ultimate", unconscious morale
may be a cold evolutionary calculation; the conscious morale could be more benign or
even positive emotions. For example, while it may be in the best interest of a male's
genes to have multiple partners and thus break up with or divorce one before moving
onto the next, the conscious rationalization could be, "I loved her at the time". Freud
is associated with the idea that human beings have many unconscious morale that
22
cause them to make important decisions because of these unconscious forces, such as
choosing a partner (Friedman, 2009).
In The Republic, Plato advances a tri-partite theory of the soul, which consists of
three parts: reason, spirit and appetite. All parts of the soul have desires, however not
all desires are the same. Desires take many different forms and have many different
responses or results. Machiavellism argues that human beings are motivated to seek
power and status above all. Modern research argues that people who are high in this
trait do indeed seek power and money, and are willing to use others as instruments
towards that end. The idea that human beings are rational and human behavior is
guided by reason is an old one; however recent research has significantly undermined
the idea of homo economics or of perfect rationality in favor of a more bounded
rationality. The field of behavioral economics is particularly concerned with the limits
of rationality in economic agents. Morale can be divided into two types: intrinsic
(internal) morale and extrinsic (external) morale. Intrinsic morale refers to morale that
is driven by an interest or enjoyment in the task itself, and exists within the individual
rather than relying on external pressures or a desire for reward. Intrinsic morale has
been studied since the early 1970s. Students who are intrinsically motivated are more
likely to engage in the task willingly as well as work to improve their skills, which
will increase their capabilities. (Buchanan, 2007).
23
Social psychological research has indicated that extrinsic rewards can lead to over
justification and a subsequent reduction in intrinsic morale. In one study
demonstrating this effect, children who expected to be (and will be) rewarded with a
ribbon and a gold star for drawing pictures spent less time playing with the drawing
materials in subsequent observations than children who will be assigned to an
unexpected reward condition. While the provision of extrinsic rewards might reduce
the desirability of an activity, the use of extrinsic constraints, such as the threat of
punishment, against performing an activity has actually been found to increase one's
intrinsic interest in that activity. In one study, when children will be given mild threats
against playing with an attractive toy, it was found that the threat actually served to
increase the child's interest in the toy, which was previously undesirable to the child in
the absence of threat (Sharma, 2006).
This model is usually used when discussing morale within the context of tourism.
Push factors determine the desire to go on holiday, whereas pull factors determine the
choice of destination. Push motives are connected with internal forces, for example
the need for relaxation or escapism, while pull factors are the external factors, such as
landscape, cultural image or the climate of a destination, that induce a traveler to visit
a certain location. Push factors can be stimulated by external and situational aspects of
morale in the shape of pull factors. Then again pull factors are issues that can arise
from a location itself and therefore push an individual to choose to experience it.
Since then, a large number of theories have been developed over the years in many
studies there is no single theory that illustrates all motivational aspects of travelling.
Many researchers have highlighted that because several motives may occur at the
same time it should not be assumed that only one motive drives an individual to
24
perform an action, as was presumed in previous studies. On the other hand, since
people are not able to satisfy all their needs at once, they usually seek to satisfy some
or a few of them (Milner, 2007).
Applying proper motivational techniques can be much harder than it seems. Steven
Kerr notes that when creating a reward system, it can be easy to reward A, while
hoping for B, and in the process, reap harmful effects that can jeopardize your goals.
Incentive theory in psychology treats morale and behavior of the individual as they
are influenced by beliefs, such as engaging in activities that are expected to be
profitable. Incentive theory is promoted by behavioral psychologists, such as B.F.
Skinner and literalized by behaviorists, especially by Skinner in his philosophy of
Radical behaviorism, to mean that a person's actions always have social ramifications:
and if actions are positively received people are more likely to act in this manner, or if
negatively received people are less likely to act in this manner(Friedman, 2009).
25
According to Sharma (2006), incentive theory distinguishes itself from other morale
theories, such as drive theory, in the direction of the morale. In incentive theory,
stimuli "attract", to use the term above, a person towards them, as opposed to the body
seeking to reestablish homeostasis and pushing towards the stimulus. In terms of
behaviorism, incentive theory involves positive reinforcement: the reinforcing
stimulus has been conditioned to make the person happier. For instance, a person
knows that eating food, drinking water, or gaining social capital will make them
happier. As opposed to in drive theory, which involves negative reinforcement: a
stimulus has been associated with the removal of the punishment the lack of
homeostasis in the body. For example, a person has come to know that if they eat
when hungry, it will eliminate that negative feeling of hunger, or if they drink when
thirsty, it will eliminate that negative feeling of thirst.
26
organizational culture is narratives. These are written or spoken accounts used by
members of the organization to make sense of their experiences and express their
feelings and beliefs. Narratives may take a variety of forms, including stories,
legends, myths and sagas. Stories dramatize relatively ordinary, everyday events
within the organization in order to convey important cultural meanings.
The third element of culture is the organizational values. These are organizations role
model. Heroes are often the main characteristics of organizations narratives. Rites and
rituals combine cultural forms into public performance. Rites of passage mark
important transitions. Rites of integration bring people together to revive shared
feelings that bind and commit them to the organization. Rituals are relatively simple
combination of repetitive behavior, often carried out without much thought and often
brief in duration. Rituals guide behavior in daily organizational life. Rituals often are
more important for their expressive, emotional consequences than for more practical
reasons (Baron, 2012).
Sharma (2006), said that when discussing about organizational culture, we are
referring to the dominant culture i.e. the themes shared most by the organizations
members. However, organizations are also comprised of sub cultures located
throughout its various groups. Some sub cultures enhance the dominant culture by
espousing parallel assumptions, values and believes; others are called counter cultures
because they directly oppose the organizations core values. Subcultures, particularly
counter cultures, potentially create conflict and dissension among employee, but they
also serve two important functions. First they maintain the organizations standards of
performance and ethical behavior. Employee who hold counter cultural values are an
important source of surveillance and critique over the dominant one.
According to Datta (2006), there are four types of cultures favored by many
organizations. The first type is power culture, which controls and power emanates
from the centre, it is very political and entrepreneurial; resource power and personal
power are predominated; power culture serves the figure-head and leader. The second
type of culture is the role culture. It has classical structure and its bureaucratic in
nature. In an organization with this culture, roles are more important than the people
who fill them, position power predominates and expert power is tolerated. This
culture serves the cause of structure. The third type is the task culture. The focus of
27
task culture is on completing the jobs, and individuals expertise contribution are
highly valued .the expert power predominates but both personal and position power
are also important. The unifying force of the group is manifested in high levels of
collaboration. The fourth and the last type is person culture. It has a loose collection
of individual-usually professionals-sharing common faculties but pursuing own goals
separately.
28
According to Cole (2005), Safety needs can manifest itself through employees feeling
physically safe in their work environment, as well as job security and or having
suitable company structures and policies. When this is satisfied, the employees can
focus on feeling as though they belong to the workplace. This can come in the form of
positive relationships with colleagues and supervisors in the workplace, and whether
they feel they are a part of their team or organization. This is true, but the author has
failed to show us how job satisfaction affects leadership styles adopted by flight
handling agencies. The study intends to investigate the effects of job satisfaction on
leadership styles adopted by flight handling agencies.
Social psychological research has indicated that extrinsic rewards can lead to over
justification and a subsequent reduction in intrinsic motivation. In one study
demonstrating this effect, children who expected to be (and were) rewarded with a
ribbon and a gold star for drawing pictures spent less time playing with the drawing
materials in subsequent observations than children who were assigned to an
unexpected reward condition (Levinson, 2007). Whereas this is true, the author has
failed to show us how motivation affects leadership styles adopted by flight handling
agencies. This study intends to find how motivation affects leadership in achieving
organizational objectives.
2.4 Summary
The study established that there is a strong positive relationship between the
leadership style of managers in organization and organization performance, but that
the contribution of the leadership style towards the overall organization performance
is low. However, from the study, it is clear that leadership is a very important
component and a critical ingredient in the process of improving the organizations
29
performance this study therefore submits that for leadership to remain important and
useful towards the promotion of quality service provision in airline industries, it must
be distributed appropriately among the different departments.
Keeping in view the performance of the case company the organizational performance
is based on three main factors which are efficiency, human resource relation and
innovative adoption. Then comes a different conceptualization of the organizational
performance that how performance of the organization can be improved with different
factors such as structure drives behavior, causes and effects are not closely related in
time and space, no single right answers and behaviors will get worse before they get
better.
It is also said that transformational leadership behaviors are more positively related to
subordinate effectiveness in a variety of organizational settings than are transactional
behaviors. There are several studies which supports the leadership behavior and
organizational performance relationship. In the end of the chapter it is explained how
the organizational commitment or performance has received a substantial attention
due to its significant impact on work attitudes such as job satisfaction, Performance,
non-attendance and turn over intentions. Organizational commitment has three basic
components i.e. identification, involvement, loyalty.
30
2.5 Conceptual Framework
The framework below is adopted in the study to show the relationship between
independent and dependent variables. The following variables have some relation
with the factors affecting leadership in achieving organizational objectives.
Communication
Staff Training
Motivation
Organizational Culture
Source: Author (2017)
2.5.1 Communication
Good communication is essential to efficient operation of any organization. It is the
process by which information is transferred from one source to another and is made
meaningful to the involved sources.
31
satisfied employee is more productive and cost effective as they ensure that standards
of quality set by the management are met and even overcome such standards.
2.5.4 Motivation
Internal and external factors that stimulate desire and energy in people to be
continually interested and committed to a job, role or subject, or to make an effort to
attain a goal. Motivation results from the interaction of both conscious and
unconscious factors such as the intensity of desire or need, incentive or reward value
of the goal, and expectations of the individual and of his or her peers. These factors
are the reasons one has for behaving a certain way.
32
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
This chapter deals with research methodology and procedures that were used in
carrying out the study. It describes the methods that the researcher applied in carrying
out the study. It details the research design, target population, sampling techniques
instruments for data collection and data analysis.
33
Kothari (2004) defines a sample as a definite plan for obtaining a sample from a given
population. Sampling is a procedure by which some elements of the population are
selected as representatives of the total population through the use of probability to
acquire a representative degree of reliability in the selected area. The researcher used
stratified random sampling procedure to come up with the right sample size where a
sample of 50% was selected. According to Lyon (2007), a sample of more than 30%
is appropriate for analysis. This method is applied when the target population of the
study was heterogeneous.
Operation Managers 2 2 5
Operational supervisors 7 7 16
Cargo Staff 79 35 79
Total 88 44 100
34
the researcher to access clarity of the instrument and its ease of use. Mugenda and
Mugenda (2003) suggests that pre-testing allowed the errors to be discovered as well
as acting as a tool for motivation a research team before the actual collection of the
data begins.
CHAPTER FOUR
35
DATA ANALYSIS, PRESENTATION AND INTERPRETATION OF FINDINGS
4.1 Introduction
In this chapter the researcher carries out an analysis of data using both quantitative
and qualitative methods. The analysis process is done on the basis of the variables of
the research objectives. The analysis and interpretation of data is done by the help of
analyzed tools such as graphs, pie charts and through judgment due to observations
made.
From the analysis in table 4.1 and figure 4.1 indicates the response rate for the actual
representation of the population. Out of 44 questionnaires distributed 40 were
returned, that is 90% of the total population and 4 which is 10% were not returned.
4.2.2 Gender Analysis
Table 4.2 Gender
36
Category Frequency Percentage
Male 32 80
Female 8 20
Total 40 100
Analysis from the table 4.2 and figure 4.2 shows that 80% of the respondents were
male while 20% were female. This can be interpreted that majority of the respondents
were male.
4.2.3 Departments
Table 4.3 Departments
37
Category Frequency Percentage
1 3
Operation Managers
3 8
Operational Supervisors
36 89
Cargo Staff
Total 40 100
Table 4.3 and figure 4.3 indicate the response of the departments which filled the
questionnaires. Operation managers response by 3%, operational supervisors by 8%,
while the response of cargo staff was 89%.
4.2.4 Number of Years of Service
Table 4.4 Number of Years of Service
38
Category Frequency Percentage
Less than 1 year 6 15
1 2 years 11 28
2 3 years 5 13
3 4 years 11 28
Above 4 years 7 16
Total 40 100
39
Category Frequency Percentage
Secondary 3 8
College 21 53
University 16 39
Total 40 100
4.2.6 Communication
Table 4.6 Whether Communication affects leadership styles adopted by flight
handling agencies
40
Category Frequency Percentage
Yes 25 62
No 15 38
Total 40 100
Table 4.6 and figure 4.6 shows the response on the effect of communication on
leadership styles adopted by flight handling agencies. It was established that 62%
respondents said communication affect leadership styles adopted by flight handling
agencies while 38% said there is no effect. It can be concluded therefore that
communication is a significant factor that affects leadership styles adopted by flight
handling agencies.
4.2.7 Communication
Table 4.7 Rating the effect of Communication on Leadership styles adopted by
flight handling agencies
41
Category Frequency Percentage
Very Great 9 23
Great 11 27
Average 5 13
No Effect 15 37
Total 40 100
42
Category Frequency Percentage
Yes 39 98
No 1 2
Total 40 100
Figure 4.8 Whether Training affects Leadership styles adopted by flight handling
agencies
From the table 4.8 and figure 4.8 the study revealed the effect of training on
leadership styles adopted by flight handling agencies. It was established that 98%
respondents said training affect leadership styles adopted by flight handling agencies
while 2% said there is no effect. Based on this finding it can be inferred that training
is a key factor affecting leadership styles adopted by flight handling agencies.
4.2.9 Training
Table 4.9 Rating the Effect of Training on Leadership styles adopted by flight
handling agencies
43
`Category Frequency Percentage
Very Great 9 23
Great 13 32
Average 14 35
Low 3 8
No Effect 1 3
Total 40 100
Figure 4.9 Rating the Effect of Training on Leadership styles adopted by flight
handling agencies
44
Category Frequency Percentage
Yes 36 90
No 4 10
Total 40 100
Figure 4.10 Whether Job satisfaction affects Leadership styles adopted by flight
handling agencies
From the table 4.10 and figure 4.10, the study revealed the effect of job satisfaction. It
was established that 67% respondents said job satisfaction affect leadership styles
adopted by flight handling agencies while 33% said there is no effect. Based on this
finding it can be deduced that job satisfaction is a key factor affecting leadership
styles adopted by flight handling agencies.
4.2.11 Job satisfaction
Table 4.11 Rating the Effect of Job satisfaction on Leadership styles adopted by
flight handling agencies
45
Category Frequency Percentage
Very Great 13 33
Great 5 12
Average 18 45
Low 0 0
No Affect 4 10
Total 40 100
Figure 4.11 Rating the Effect of Job satisfaction on Leadership styles adopted by
flight handling agencies
46
Category Frequency Percentage
Yes 23 58
No 17 42
Total 40 100
Table 4.12 and figure 4.12 shows the response on the effect of motivation on
leadership styles adopted by flight handling agencies. It was established that 58%
respondents said motivation affect leadership styles adopted by flight handling
agencies while 42% said there is no effect. It can be concluded therefore that
motivation is a significant factor that affects leadership styles adopted by flight
handling agencies.
4.2.13 Motivation
Table 4.13 Rating the Effect of Motivation on Leadership styles adopted by flight
handling agencies
47
Category Frequency Percentage
Very great 5 12
Great 8 21
Average 9 22
Low 1 2
Not at all 17 43
Total 40 100
Figure 4.13 Rating the Effect of Motivation on leadership styles adopted by flight
handling agencies
48
Category Frequency Percentage
Yes 29 73
No 11 27
Total 40 100
From the table 4.14 and figure 4.14, the study revealed the effect of organization
culture on leadership styles adopted by flight handling agencies. It was established
that 73% respondents said organization culture affect leadership styles adopted by
flight handling agencies while 27% said there is no effect. Based on this finding it can
be inferred that organization culture is a key factor affecting leadership styles adopted
by flight handling agencies.
4.2.15 Organization culture
Table 4.15 Rating the Effect of Organization culture on Leadership styles
adopted by flight handling agencies
49
`Category Frequency Percentage
Very great 5 12
Great 12 30
Average 6 15
Low 6 15
No effect 11 28
Total 40 100
The table 4.15 and figure 4.15 indicates effect organization culture on leadership
styles adopted by flight handling agencies. Twelve percent of respondents said the
effect is very great, 15% said the effect is average, 30% said it is great, 15% said it is
low, whereas only 28% said there is no effect.
4.3 Summary of Data Analysis
4.3.1 General Information
50
Out of 44 questionnaires distributed 40 were returned, that is 90% of the total
population and 4 which is 10% were not returned. Gender response shows that 80% of
the respondents were male while 20% were Female. Operation managers respondent
by 3%, operational supervisors by 8%, while the response of cargo staff being 89%.
Thirty nine percent of respondents were graduates, 53% of respondents had college
education while 8% had secondary education. Fifteen percent had worked for less
than 1 year, 28% had 1-2 years experience, 13% 2 3 years, 28% represented those
within 3 4 years and 16% had above 4 years of experience.
4.3.2 Communication
The findings indicated whether communication affects leadership styles adopted by
flight handling agencies in Kenya where 62% of the respondents indicated yes it does
leadership styles adopted by flight handling agencies while 38% of them disagreed that
communication affects leadership styles adopted by flight handling agencies in Kenya.
This indicated that communication affects leadership styles adopted by flight handling
agencies in Kenya.
4.3.3 Training
The findings indicated whether training leadership styles adopted by flight handling
agencies in Kenya where 98% of the respondents indicated yes it does leadership styles
adopted by flight handling agencies while 2% of them disagreed that training does not
affect procurement ethics in public institutions. This indicated that training affects
leadership styles adopted by flight handling agencies in Kenya.
4.3.5 Motivation
51
The analysis indicated whether motivation affects leadership styles adopted by flight
handling agencies in Kenya where 58% of the respondents indicated yes it does
leadership styles adopted by flight handling agencies while 42% of them disagreed that
motivation does not affect leadership styles adopted by flight handling agencies in
Kenya. This indicated that motivation affects leadership styles adopted by flight
handling agencies in Kenya.
CHAPTER FIVE
52
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter presents a brief report on the summary of findings, answers to research
questions, conclusion, recommendations, and suggestion for further studies.
5.2.2 How Does Training Affect Leadership styles adopted by flight handling
agencies In Kenya?
Training effect was cited to be very great by 23% respondents, 32% said the effect is
great, 35% said it is average, 8% said it is low, whereas only 11% said there is no
affect. From the study it was concluded that training had an effect on leadership styles
adopted by flight handling agencies.
5.2.4 To what extent does motivation affect Leadership styles adopted by flight
handling agencies in Kenya?
Motivation effect was cited to be very great by 12% respondents, 21% said the effect
is great, 22% said it is average, 2% said it is low, whereas only 43% said there is no
affect. From the study it was concluded that motivation had an effect on leadership
styles adopted by flight handling agencies in Kenya.
53
5.2.5 How does Organization culture Affect Leadership styles adopted by flight
handling agencies in Kenya?
Organization culture effect on leadership styles adopted by flight handling agencies
was said to be very great by 12% respondents, 30% said the effect is great, 15% said
it is average, 15% said it is low, whereas only 28% said there is no affect.
5.3 Conclusion
Communication was rated high and hence the researcher can conclude that
communication has been one among other factors that have affected leadership styles
adopted by flight handling agencies in Kenya. They indicated that through good
communication, the management is able to plan properly, to organize objectively,
direct decisively and control correctly, checklist communication stands out as an
important tool for management process.
The researcher concluded that staff training affected leadership styles adopted by
flight handling agencies in Kenya. They added that critical job skills of today's
managers include the ability to work under pressure, to lead people, to manage
conflict, to solve crises, to motivate people, and to intuit answers.
The researcher concluded that job satisfaction affected leadership styles adopted by
flight handling agencies in Kenya. They added that job satisfaction and successful
teamwork with supervisor will increase, as well, because employees are less stressed,
there is less conflict and more commitment to organization goals and, at last,
organizational change is better accepted.
The large number of respondents indicated that staff motivation had an effect on
leadership styles adopted by flight handling agencies in Kenya. It enables the
employees to work effectively since they like the work and the organization they work
for. The organization is concerned with its productivity and wellbeing of its
employees since it determines the future of the organization.
54
5.4 Recommendation
5.4.1 Communication
From the study findings, the researcher found that communication affects leadership
styles adopted by flight handling agencies. The managers should establish a certain
comfort level over time with individual employees and these relationships should be
valued and nurtured by every individual in Swissport Kenya to ensure employer,
employee and customer work together and easily meet all needs thus encouraging
adoption of good leadership styles by flight handling agencies.
5.4.4 Motivation
It is important for the company to find a variety of methods of motivating employees
like involving them in decision making and policy formulation. Every employee
within a company is different and, therefore, is motivated to perform well for different
reasons. Due to the differences within an organization, it is important for managers to
get to know his/her employees and understand what motivates their performance. The
staff also called for better terms of remuneration and merit consideration in
promotions.
55
5.4.5 Organization Culture
The researcher recommends that there is need for the company to adopt a culture that
empowers its employees. It was also recommended that managers should ensure that
their culture is consistent with the societys ethical values and it should not be strong
to undermine individuals freedom.
56
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57
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58
APPENDIX II
QUESTIONNAIRE
Tick Where Appropriate and For Explanation, Please Be Brief
SECTION B: COMMUNICATION
5 Does communication affect leadership styles adopted by flight handling agencies in
Kenya?
Yes
No
Explain
i
Great
Average
No effect
Explain
SECTION C: TRAINING
7. Does training affect leadership styles adopted by flight handling agencies in
Kenya?
Yes
No
Explain
8. To what extent does training affect leadership styles adopted by flight handling
agencies in Kenya?
Very great
Great
Average
Low
No effect
Explain
.
SECTION D: JOB SATISFACTION
9. Does job satisfaction affect leadership styles adopted by flight handling agencies in
Kenya?
ii
Yes
No
Explain
10. To what extent does job satisfaction affect leadership styles adopted by flight
handling agencies in Kenya?
Very great
Great
Average
Low
No effect
Explain
SECTION E: MOTIVATION
11. Does motivation affect leadership styles adopted by flight handling agencies in
Kenya?
Yes
No
Explain
.
12. To what extent does motivation affect leadership styles adopted by flight handling
agencies in Kenya?
Very great
iii
Great
Average
Low
Not at all
Explain
14. To what extent does organization culture affect leadership styles adopted by flight
handling agencies in Kenya?
Very great
Great
Average
Low
No effect
Explain your answer
iv
..